The community of professionals supporting graduate student and postdoctoral scholar career and professional development is one of the most sharing I have been a part of. So many individuals and organizations have contributed resources and programming online, accelerated by the need to pivot to virtual programming during the COVID-19 pandemic.

This has resulted in an explosion of online tools, resources, and videos focused on a range of professional development topics from navigating the faculty job search to informational interviewing and negotiation. In this post, I will seek to organize and curate some of these resources to better assist graduate students, postdocs, and those who support them.

Resources for Postdoctoral Scholars (and beyond!)
The National Postdoctoral Association (NPA) has a range of resources on their website including a growing resource library (note content is being updated as part of a website refresh in Spring 2022) containing guides on topics from mentorship to career planning. If you are an individual (postdoc, graduate student, faculty member) at an organizational member of the NPA, you can also access these resources and a wealth of webinar recordings for FREE using your institutional email address upon registration as an NPA member.

​Another great program to be aware of if you are current or prospective postdoctoral scholar or individual supporting postdocs is the Postdoc Academy which organizes two different online courses, Succeeding as a Postdoc and Building Skills for a Successful Career on edX. 

The Postdoc Academy’s upcoming online course opportunities are as follows:

• Building Skills for a Successful Career: July 11 – August 28, 2022
• Succeeding as a Postdoc: September 19 – October 30, 2022
  • With optional Postdoc Academy Learning Sessions to facilitate discussion
• Building Skills for a Successful Career: January 9 – February 19, 2023

​ImaginePhD: An indispensable tool for career exploration
ImaginePhD is a FREE online career exploration tool created by members of the Graduate Career Consortium (GCC), a community of professionals working to support graduate students and postdoctoral scholars in their career and professional development. While this website is branded for a humanities and social sciences audience, I would argue it is one of the most powerful career exploration tools out there and useful to researchers in any discipline (myIDP and ChemIDP are also great resources). 

Some highlights from the ImaginePhD platform:

• The general tip sheets are phenomenal! 
  • Topics include: writing a resume, cover letter, informational interviewing, using LinkedIn, and the art of negotiating 
• Complete an interests, values, and skills assessment to learn more about yourself and job families that could be a good fit for you
• Each job family within the platform has dedicated sections to:
  • Explore
    • Contains links to job simulations from InterSECT job simulations
    • Write-ups and Q&As on different careers available and personal perspectives from Ph.D.s who made the transition into those paths
  • Connect
    • Highlights LinkedIn groups and professional organizations to join to increase your ability to network with professionals working in certain sectors or career areas
  • Build Skills
    • Links to trainings and resources to learn more about in-demand skills 
  • Apply
    • Links to job boards PLUS analyzed job descriptions with tailored resumes and cover letter examples
  • In addition, the menu to the right-hand side of the screen displayed within any of the four sections (Explore, Connect, Build Skills, Apply) contains a LIVE Indeed job feed of positions being advertised in this job family. This serves as a great way to see what skills and abilities are being asked for in current job descriptions.
• You can also build a career and training plan within ImaginePhD and export your various goals and deliverables to your digital calendar of choice to stay on track. 

Amazing Content Available on YouTube
Many career and professional development offices have put their content on YouTube, making the excellent advice and resources they share accessible to all. I applaud their efforts and highlight a few of them below. 

University of Pennsylvania Career Services: Job Search Skills Series, many feature Dr. Joseph Barber, GCC Member

• Strategies for a career pivot
• Networking for novices
• Making the most out of informational interviews
• Resume tips
• Cover letter tips
• Interview tips
  • Answering the “tell me about yourself” & “greatest strengths/weakness” questions
  • Answering difficult interview questions
• Finding data on salaries

​In addition, the Informational Interview Guide for Graduate Students and Postdocs from UPenn is an amazingly handy guide to perhaps the single most important action you can take to learn about your career options and build your network.

For the Faculty Job Search
University of Michigan School of Medicine’s Office of Graduate & Postdoctoral Studies professional development team, led by GCC members Dr. Shoba Subramanian and Beth Bodiya, have an amazing “Faculty Corner” Series, which features recorded interviews and professional development talks from expert UM faculty covering issues surrounding academic job preparation, interview and negotiation, lab/time/project/personnel management, funding, publications, and work-life balance.

See also Penn Career Services’ Faculty Job Search Prep Camp YouTube Playlist

As a side note, during my time at North Carolina State University, we curated some tips and resources for navigating a faculty job search on our ImPACKful blog.  

A few other excellent YouTube Channels to follow for career & professional development resources:

• NIH Office of Intramural Training & Education
• Johns Hopkins University’s PHutures Program
• Princeton University’s GradFUTURES
• Duke University Postdoc Services

Additional Online Resources 
The University of California San Francisco (UCSF) Office of Career & Professional Development has a wealth of resources available on their website, organized by different training areas and career goals. Explore some of them at the links below. 

• Start with the resources landing page
  • Basic & Biomedical Sciences resources
  • Social & Population Sciences resources
• Presentation skills resources
• Grant writing resources
• Explore non-academic careers
• Resources for the faculty job search
  • Example faculty job search documents

The Academic Career Readiness Assessment (ACRA) is a powerful resource for those seeking a faculty career after their training. It seeks to capture the minimum level of qualifications a search committee at a research-intensive, teaching-focused, or research and teaching-focused institution expects in a faculty candidate and the level of expertise most desired of candidates in different domains (teaching, research independence, experience working with students, etc). 

Learn more about the creation of the ACRA in this publication. 

I also recommend Vanderbilt University’s Office of Biomedical Research Education and Training (BRET)’s Beyond the Lab Video Series, featuring informational interviews with Ph.D.-holders who have pursued a variety of careers after graduate school or postdoctoral training. These serve as excellent resources to begin exploring available career pathways in addition to modeling some of the questions you may want to ask as part of an informational interview. 

And while the final online resource I am sharing is not from a university, iBiology, a non-profit organization funded by NSF and NIGMS, has an amazing library of professional development videos and self-paced online courses on topics including career exploration, planning your scientific journey (very relevant for early-stage graduate students), and how to give an effective presentation that you should definitely check out! 

Utilizing Online Resources in Career & Professional Development Programming
If you are an administrator or faculty member seeking to provide career and professional development support to graduate students and postdoctoral scholars, how might you leverage the resources I’ve shared above? One approach is to have your students and postdocs watch a YouTube video on a topic of relevance and then spend your time with them discussing the topic in more detail and highlight institutional resources available to them. For example, you might have them watch a video on leveraging LinkedIn in advance and spend your workshop discussing how participants plan to implement the advice they received in crafting their profiles. 

In addition, online self-assessment and career exploration tools like ImaginePhD allow for trainees to do some pre-work before coming to a workshop to discuss career exploration in more detail. I find having workshop participants explore the ImaginePhD platform on their own and then share something interesting they learned with others in a small breakout room opens their eyes to the richness of information and resources on the platform. 

Using online tools and resources can really expand the bandwidth of a small office (or office of one) tasked with supporting graduate students and postdocs. In addition, resources like iBiology’s Mentoring Master Class: Peer Mentoring Groups overview empowers trainees to create their own groups to support one another in their training, job search, and beyond. 

I hope by highlighting these online resources in one place, you can become aware of impactful programs taking place across the United States. Furthermore, now that many programs have moved online and are being recorded and widely disseminated, access to great advice and resources to help you navigate your career and professional development and job search has never been easier. I encourage you, whether you are a professional trying to provide career and professional development support at your institution or a student or postdoc, to take advantage of these resources and join me in thanking the sharing, collegial community of professionals that have made them open for all to access and benefit from. Get exploring today!  ​

In my last post, I touched a bit on some of my challenges in my first role, post-postdoc managing the Office of Postdoctoral Affairs at NC State University. As the year 2021 began, certainly there were challenges in my workplace in terms of feeling supported and appreciated, which only grew into the Spring. I realized I owed it to myself to start exploring other opportunities.

A cynic would tell you the grass isn't always greener on the other side...that changing employers will not necessarily change the challenges one encounters working in a specific space or just working in general. All work contains its challenges and annoyances. So, even if we think a change may be needed there is no guarantee a change will be good for us in the log run. All that said, applying to other positions while you remain employed can serve a variety of useful functions:

• It forces you to keep your application materials (resume, cover letter) up-to-date and ensures these materials are ready to go when you see a truly amazing opportunity. It ensures you are prepared to seize opportunities.  
• Part of keeping those materials up-to-date involves revisiting your past successes and impact. This process can remind you of your accomplishments and that you are a great employee...ie, it improves your self confidence. 

I applied to several different types of positions in Spring 2021 including some very close to my current sector of postdoctoral affairs, some tangential to it (graduate student career and professional development), and some further removed but still of interest to me (science communication, project management). 
​
Importantly, I leveraged people in my network for their advice and consul and reached out to others to learn more about open positions. As with any job search, I didn't hear back from some of the positions I applied to while others I made it through a first-round interview but no further. That is just part of the job application process. Fit is a tricky thing and you will often not be the right person with the right skillset for many roles. And some roles you think you might not be a good fit for or "ready" for might lead to interviews and offers. You can never really tell until you put yourself out there. 

One position I ultimately applied to I saw advertised back in December 2020. When I read the job description I thought to myself that it was a really BIG JOB. Was I prepared for such a role that involved leading the creation of a program that didn't really exist at the institution? It seemed daunting and so I put it out of my mind. A about a month later, I was chatting with a colleague from the Office of Biomedical Research Education and Training who worked with while a postdoc at Vanderbilt University. I told them a bit about some of the struggles I was encountering at NC State and they asked if I had seen that job advertisement in December. I mentioned that I had but that it seemed "too big for me". They immediately countered that I could do that job and would be great at it. They also mentioned that they were consulted by that institution about building support for their graduate student population So, she had inside information on the attributes they were looking for and could provide me with the knowledge that the employer knew they were asking for a lot in the position. She mentioned they understood that the person hired would be building toward many of the goals listed in the job description. Finally, she offered to reach out to the search committee and inquire on whether they were still taking applications and that, if so, she could put in a good word for me if I was interested. 

An important side note here, virtually all job descriptions are an employer's wish list of all the attributes of the ideal candidate. This ideal candidate rarely, if ever, exists. You don't need to meet every qualification in a job description to apply for it. 

After my Vanderbilt contact put in a good word for me and I formally applied through the application portal, I was fairly quickly offered a screening interview followed by a more formal interview with the search committee chair and key faculty leadership. The final step was an intensive, day and a half virtual visit to campus to meet with stakeholders, present a vision talk, and engage with the search committee. It was a long process but I felt I did well. A few weeks later, the search committee chair called to offer me the position...a position I originally thought was too big for me just a few months ago.

While the job title was great and I felt it would be an amazing opportunity to build programming and resources from the ground up, I have to admit it was a challenge to see myself accepting a job offer at a place I had not visited in person. I had been to the city before and it certainly had some great attributes going for it in terms of weather, the state tax structure, and overall "good vibes" associated with the area. I even started imagining my life there...I thought it would be pretty awesome. 

I also tried to keep perspective on this opportunity, though. It was a city many people were moving to during the COVID-19 pandemic and I knew housing costs would be high. Was it worth uprooting my life in the Raleigh area to make that move?

Then came the job offer...a number so below my expectations that I felt I needed to turn it down out of principle. I was shocked that they would offer someone with the responsibilities associated with this "director-level" position that salary. ​

As a result of both the final salary offered being low relative to the cost of living and a feeling that resources might be more limited than I realized when applying for the position, I ultimately turned down the role. Even if I could have imagined an amazing life at that locale, I was not going to accept a salary below what I believed to be a competitive, market-rate. ​

While the saga was going on with this employer I also interviewed and received an offer from another employer at a very well resourced "prestigious" institution. It certainly would have been a place others would have been impressed you worked at. You could name drop: "I work at X", and everyone would think "Wow" or "Impressive" or something along those lines. Despite the strong employer "brand", I had some reservations about the role I interviewed for.

First, I would be inheriting a team that would have reported to me and that made me pretty nervous for a lot of reasons. Managing people is no easy task and I debated with myself whether I was ready to take on that type of role. In addition, the structure of the office included a faculty director and an administrative director, which was the role I applied to. It became clear to me that the faculty director was the individual really in charge. That wasn't necessarily a problem, though, as I felt the faculty director and I got along well during the interview. I think my nagging worry was that I would be stuck carrying out someone else's vision for the office. 

That "prestigious" institution gave me a very strong initial offer, though,...so strong that I didn't see the need to counter it. I was most interested in negotiating some flexibility around when I would start and initial remote work options, which seemed like a possibility. I told them I need to think about it for a week.

With such a strong job offer from "prestigious" institution in hand, I realized now was the time to try to obtain more resources and support from my current employer. While NC State University had a salary action "freeze" in place (as a result of COVID), it was not a "hard" freeze. Retention counter offers were still allowed to take place if the Dean of the unit signed off on them. So, I figured it was worth asking for a retention offer and, following my supervisor's advice to me, additional resources to assist me in my work leading the Office of Postdoctoral Affairs there.

It wasn't just about making more money. We had been asking for an open line on our team to be filled since January 2020 (this was now June 2021) and had received very little traction on that request. Our team recently had presented the position as an administrative support role as we all were feeling underwater with our administrative tasks. We presented the idea to the Dean and he seemed supportive of it. So, I figured now was the time as part of my counter offer to ask for the administrative position to be posted. In addition, I asked for a dedicated office budget (I hadn't had one previously) and the creation of a working group of leaders from across campus to assess support for postdocs and the office in an attempt to ultimately increase resources for myself and the office.

First, it is critical to research what is the procedure or standard practice, if any, at your institution. At NC State University, there were pretty clear classification and compensation guidelines that outlined the types of salary adjustments that were possible. While many of these areas, including market and equity adjustments were on hold during the pandemic, the university was still authorized to allow retention adjustments to salary, not to exceed 20% of one's current salary or $15,000, whichever was larger. I had done my homework and knew this was possible.

So, when we had our meeting between the Dean, my supervisor, and our unit's finance officer, I clearly articulated that I knew that the retention salary adjustment was possible, should the Dean be willing to sign-off. This request was met with some pushback that the unit "could only do" an amount smaller than the 20%. Since my offer in hand was a good bit higher than even my retention ask, I felt confident in standing my ground but in the moment did not want to respond in a rash way. Frankly, I found the initial counter offer around my retention salary insulting but instead of saying that, I simply reiterated that I felt I was doing good work and wanted to keep the momentum going with my office but would need the full retention offer and other contingencies to be able to stay and feel confident in that decision. 

I left the Zoom call with the rest of the leadership planning to continue the conversation. From what I have heard, my supervisor really advocated for me and the work I was doing after I signed off the call. Despite what I and others on the team may have thought of her ability to lead (which, as I mentioned in last month's post, was probably due to a variety of environmental challenges), I have to say she was a strong advocate for me that day. 

Long story short, I did receive the full retention offer (20% salary increase) plus most of my other asks: dedicated budget for the office, the creation of a working group to examine how to improve the postdoc experience and support for the office at NC State, and promises that the administrative position for our team would be posted. Given all of this, I was determined to try to make things work for me at NC State.

​I conveyed this information to the "prestigious" institution who had offered me the administrative director role and told them that I felt I needed to continue in my role at NC State given their increased commitment to both me and my work there. They were disappointed but understood. I think I showed some character and loyalty in my exchange with them that could be helpful in future interactions with that group and employer. I offered to be of assistance on relevant topics, should they be interested in the future, and even shared a copy of my NC State Postdoc Climate Survey with them.
​On the whole, I think I exited the situation as gracefully and amicably as possible. 

There were several reasons why I decided to try to make things work at NC State. First, moving is a pain and the grass is not always greener on the other side. Despite many of the challenges I encountered in my role there, I did have a great deal of autonomy and felt like the work I was doing was making an impact. I also believed this newly-formed Reimagining the Postdoc Experience at NC State working group of campus leaders I assembled could lead to greater institutional buy-in for what we were trying to do to support postdocs at NC State. 

Also, to be candid, I was half-way to my 5-year service requirement to vest in the state pension plan and that was a pretty larger incentive to stay. The state benefits are excellent in North Carolina and their pension plan and retirement benefits (including subsidized retiree health care insurance with 10 years of service) provide a large incentive to stay employed with them long-term. This plus the knowledge that I could get a job offer if needed (I had received two offers in the past few months) gave me the confidence that I was not sacrificing too much by staying. I would give myself time to see if my situation would improve before abandoning the progress I was making. 

We hired the administrative support person for our team in October and I began training her to support me in postdoc human resources functions. I was happy about this as I knew we really needed coverage of these functions beyond myself. Had I taken one of the job offers I received in the summer of 2021, I don't know what the unit would have done to cover postdoc HR. They may have been able to make it work but part of me felt like I owed it to my coworkers to ensure someone could carry on the tasks I was performing should I leave. In a way, this assuaged my guilt in keeping my options open. You can't perfectly plan for or anticipate opportunities, after all. 

In fact, during the retention offer saga, I was also interviewing for another position which, in my eyes at the time was my dream role.... 

In April of 2021, I learned from a colleague that she was moving into a new leadership role at a different institution and vacating her postdoc office director-level position at her current institution. From prior interactions with her, I knew she was setting her former office up for success with a new staff member being onboarded and increased financial support from her institution. In addition, the postdoc community at that institution was vibrant, engaged, and, in my view, very well-treated and supported (paid parental leave, salaries tied to the NIH NRSA stipend level, etc...). As an outside observer, I viewed the position she was leaving as one of the best opportunities available for an individual wanting to work in postdoctoral affairs. It seemed like whomever occupied that position was going to be setup to succeed given the strong foundation there. I scheduled a time to chat with her about the institution and role and, after her confirming my understanding of the situation there, she said she would let the recruiter know I was applying. 

I felt pretty good after the first-round, online interview for that position, which was occurring in the midst of me turning down prior offers and negotiating my retention offer at NC State. It was all very awkward and uncomfortable. I felt like I was cheating on my current employer in spite of the retention offer but, to be fair, I had applied to the position before that came through and thought it would be an excellent move for me, should I be their top candidate. I think it is important to not close yourself off to opportunities or be too loyal to an employer, especially one that has not been the most supportive of you. I don't think there is ever a perfect way to navigate these types of situations but in the end you have to lookout for what is in your best interests. 

I had my on-site interview at my "dream" employer in August 2021 and I thought it went really well. I met with a lot of stakeholders at the institution from faculty to postdocs and thought I conveyed my past experience and ideas on making continued progress in postdoc support there effectively. To be frank, I expected to get a job offer from them. Wasn't this what I was building toward? I had done good work at NC State...I knew it and other potential employers could see it. It had led to prior job offers earlier that summer that, while not perfectly ideal for me, gave me confidence that I was a hot commodity. But it wasn't meant to be...

One thing I remind the postdocs and graduate students I advise when it comes to a job search is that it is more subjective than anyone would like to admit. You can be an ideal candidate but that does not mean you will get the job for a whole hosts of reasons. It is best as a candidate to try not to overly analyze a rejection as you will never really know why you weren't selected and, furthermore, there may not be much you could have done to change the outcome even if you knew what was really wanted by the employer. For example, you can't change who you are. If an employer prefers a candidate with a different background from you, that was their preference but not your fault. ​

Quick coda to my dream employer story: I later learned who was hired for that position and think they are an amazing choice for that institution. So, in the end, it is hard to hold any bad feelings there. ​

In Bill Burnett and Dave Evans' Designing Your Work Life book, they make a point that it is worth tryin to redesign and shape one's role at a current employer before deciding to leave. With my retention offer in hand, I attempted to do this at NC State University.  

I pushed on with my Reimagining the Postdoc Experience working group and thought we had a good initial meeting to discuss compensation and benefits for postdocs at NC State. I also think leadership in our Office of Research and Innovation was taking notice. I was even encouraged to draft a strategic plan for postdoctoral affairs at the university. While this was occurring, our new team member was getting up to speed on learning the various postdoc HR processes, which I was pushed to document more extensively for her. I felt like that burden would soon be lifted from me and that the documentation would ensure postdoc HR would be able to operate without me.

​Doing all this assuaged my gilt of having flirted with other employment opportunities. I believed I was leaving things better than I found them, which I think is about all one can ask of an employee. The big unknown lingering in the back of my mind was: was change possible at NC State?...would these efforts lead to increased institutional support and resources for me and the Office of Postdoctoral Affairs? I knew change would be slow and difficult and part of me thought I just needed to see some movement in the right direction to be convinced to stay. Another part of me thought things would never change. That is the thing about the future, it is hard to predict. So, making decisions about the future state of things in one's life is challenging if not impossible. We must act and decide with incomplete information and come to grips with our decision. Living in the what ifs or what could have beens is not healthy of productive...we must sometimes act and move forward. And I was approaching one of those pivotal moments in the fall of 2021. 

I didn't know it at the time but I was establishing a relationship with my now current employer nearly two years before accepting a job with them. 

Back in late 2019, I received an email from the head of Human Resources in the Research and Innovation Office at Virginia Tech inquiring about postdoc benefits and salaries at NC State. At the time, I was compiling my own list of peer institutions' postdoc benefits and happily shared not only my information but that from my peer institution sheet with the HR lead. That one act showed a lot...that I was collaborative and helpful and also knowledgeable about this area. It planted a seed of goodwill that led to other opportunities to provide value and demonstrate my expertise. I am generally a helpful person and so engaged in this information sharing with no sense of what I would personally get out of it.

​I also generally want to see recognition and support for postdocs improve at a national an international level. So, when Virginia Tech reached out in late 2020 to ask me to speak over Zoom with a working group they had established on improving support for postdocs there, I happily said yes. I shared with those on the call some of the things we were doing at NC State and my general thoughts on what ideal postdoctoral support would look like. Many of the individuals I interacted with on that call would sit on the search committee for my current position. Obviously, it was difficult to predict this at the time but it goes to show you that anytime you have a professional interaction with others it can set the stage for future interactions where the stakes can be much higher. It pays to say yes to opportunities to engage with those in professional areas you are interested in as you never know where those engagements will lead.  

Flashforward to my 2021 summer of job searching and I received a message from one of the members of the Virginia Tech working group asking for a sample postdoc office budget as they were planning to stand up a postdoc office there. I kept that info in the back of my mind and happily shared a budget I proposed to NC State but was never awarded. Again, I showed value and expertise in this area and also gained knowledge about a future position that might be worth pursuing.

​Indeed, Virginia Tech did post their Postdoctoral Affairs Program Administrator position in Fall 2021 and I reached out to my HR contact there about it before applying. Again, this was the same individual who reached out to me about data over a year ago and now I was reaching out to her to learn more about the position, expected salary range, and more. After talking with her, I realized I had to apply for the Virginia Tech position despite trying to make it work at NC State. First off, they were compensating this individual at what I believed to be an appropriate level which was substantially higher than what I was making at NC State even with the 20% retention increase (wow was I underpaid my first few years there!). Second, the Virginia Tech position would involve helping to establish a new Office of Postdoctoral Affairs there. I saw it as an amazing opportunity to grow professionally and make an impact. I also knew there would be latitude to build the office with intention and that I would not be inheriting preconceived notions of what the office did (which was the case at NC State where I believe many saw OPA as a purely administrative unit). Long story short, I had a series of video and in-person interviews at Virginia Tech and was extended the job offer in late Fall. It was now decision time.  

As I mentioned earlier, my work with the GCC allowed me to benchmark what a director-level salary level should be. When I applied for my "dream" job back in Spring 2021 I had bracketed by expected salary range around the median director-level salary from the GCC's benchmarking survey. I realized throughout the search process, however, that one has to value oneself appropriately. Emboldened by my retention offer and past string of offers, I made sure in my initial screening interview with Virginia Tech HR to bracket my expected salary higher than the director-level median. Not wildly higher but higher. I realized I needed to know my worth and ask for more than "average". If an employer wants you and your salary expectations are based in reality (ie, benchmarked), they will probably meet you at a higher level than you might think. This may be especially true in the hot labor market we are experiencing as I write this in Spring 2022. Now, all this said, you need to be a reasonable person when you negotiate your salary. Perhaps unsurprisedly, Virginia Tech initially offered a salary at the lower end of my desired range. To be fair, it was a good salary and they offered to pay for my moving expenses. I also knew their benefits were quite good. While some might advocate for pushing toward the top of the salary range, I thought it prudent to meet them in the middle of the range I proposed. You don't want to start off a professional relationship with an employer be being seen as inflexible and unreasonable. I was satisfied with where we ended up and felt well compensated and supported in the new role.   

So, after spending several months in 2021 navigating interviews and job offers and retention negotiations and generally trying to make things work at my current employer, the year was winding down with a final choice I had to make. Stick it out at NC State or take on a new opportunity at Virginia Tech? You would think this decision would have been an easy one, right? Virginia Tech was going to pay me more, I would have more responsibility there, I would be removed from day-to-day HR administrative tasks, able to think big picture, grow my leadership skills, and make a difference. And while the leadership environment and interpersonal conflicts above me in the Graduate School at NC State were certainly not great, I knew the lay of the land there. I had made a lot of progress in supporting postdocs at NC State and believed we might be turning a corner in better supporting them and my office. It came down to a decision of whether I wanted to stay at NC State with the hope things would get better or make the move to Virginia Tech to take on new challenges (and opportunities) and have to, in a sense, capture momentum and support all over again. 

Over my three years at NC State I was also a member of the Graduate Career Consortium (GCC)'s mentoring program. Each year, I was paired with another more senior professional in the graduate-level career and professional development space. These mentors and other individuals I grew close with as part of my service with GCC became important sounding boards as I navigated my situation at NC State and decision on whether to move on to a new position. While a big life decision like changing jobs is ultimately a personal one, it is often valuable to talk through things with individuals outside your working environment to gain their perspectives. I had often complained to my original GCC mentor about my frustration in my current role and he would tell me as our conversations progressed over the years that he could tell I was not in a good place and needed to leave. He was also a helpful confident to discuss negotiations and the pros and cons of the various offers I obtained in 2021.

I also relied on my National Postdoctoral Association (NPA) and GCC network to serve as references for me during my job search, demonstrating the importance of developing professional relationships outside one's coworkers. My leadership within NPA and GCC and the willingness of these individuals to speak to it certainly were helpful in my job search. Reminder: you must build professional relationships before you need them. They often will come in handy later on. 

Reflecting on other career conversations I had with my mentors and other professional colleagues, many encouraged me to aim high in my job search and not sell myself short. Also, when I told my current GCC mentor about my Virginia Tech offer he encouraged me to take it, seeing it as a great career advancement opportunity for me. While I also saw this, it was helpful to hear another person confirming my belief that this was a great opportunity. And my original GCC mentor encouraged me to write about this career search journey in the hopes of helping others see there are opportunities beyond the struggles you may be encountering in your current role.
Thanks, Dinuka Gunaratne, for pushing me to share my job search journey in this post! ​

After accepting the Virginia Tech position, I was determined to document as much as I could from my role at NC State. I did not want to leave them in a bad spot as I generally want to see the Professional Development Team and Office of Postdoctoral Affairs there succeed. I also met with many stakeholders and leaders on campus to explain why I made the decision to leave. I really hope they reflect on some of the challenges I and others in the Graduate School encountered and find ways to better support people doing good work there. As I said in last month's post, I don't harbor any bad feelings. They gave me the chance and latitude to grow as a professional in a new career area for me, post-postdoc, and my work there allowed me to demonstrate the expertise needed to move into a new position with more leadership opportunities and upside. 

I think I left on good terms. I hear from a colleague there now that my name is routinely mentioned around the office with an air of appreciation. It is good to know I made a difference there and hopefully began to change people's perceptions of what could be done to support postdoctoral scholars at NC State. 

So, what should you take from this rambling account of my 2021 year of reflection and job searching? I hope a few things:

• Applying to positions, getting interviews, and hopefully an offer or two can give you the confidence to know you have skills and experience employers value, even if there are times when you think your current employer doesn't see or recognize them
• A strong network is crucial to your job search
  • Colleagues from the NPA and GCC served as key references for me
  • Colleagues made referrals to recruiters and hiring managers on my behalf
• Be of value, expecting nothing in return. It can buy you goodwill in the future.
  • As mentioned, I provided value and engaged with Virginia Tech years before taking this position. Doing this made me more of a "known quantity" with them, which probably helped my chances when interviewing for this job.
• Know your worth
  • I think I undersold myself early in the job search when asked my desired salary range. As I become more confident during the job search process, I realized I could and should ask for more. I ultimately got it.
• Don't get caught up in the moment...carefully weigh the pros and cons of a new role.
  • It would have been easy to focus on the role at the "prestigious" institution as some sort of status symbol or the fun-in-the-sun lifestyle of the other role I was offered in the summer of 2021. However, carefully considering whether those roles truly aligned with my career goals and needs allowed me to decline each. Eventually, I found a role more in alignment with my strengths and other priorities (proximity to family, autonomy, ability to build something). If you can, consider waiting for the "right" opportunity to materialize and try not to jump at the first offer, unless you feel pretty confident it is the right role and environment for you.
• Give real effort to try to make it work with your current employer
  • It is so easy to bolt when things aren't working out. However, if you don't articulate your challenges and then make a concerted effort to improve things, if only for the rest of your team or next person in the role, are you showing true commitment to your craft? People will respect you more for not giving up right away and doing your best to improve the situation...it takes character to do that.  
• Know when to leave
  • At some point, though, you must objectively assess your options and make difficult decisions. It is never easy to leave a place and move into a new role, with all its unknowns. Talking it out with family, friends, and trusted mentors and colleagues can help.
• Things can work out, in the end.
  • While I didn't take the role at the "prestigious" institution or land my perceived "dream job", I found something better, something I was not expecting.

This role at Virginia Tech checks so many boxes for me from professional growth opportunities to the ability to make an impact through building a dedicated office to support postdoctoral scholars.
I also learned during my interview process that Virginia Tech postdocs have access to the same employee benefits as faculty and staff, something I can feel good about as I promote the value of postdoctoral training here.
​
In addition, the pay and benefits here are great, I am able to focus more on the things I love (building programs, interacting with postdocs, and helping faculty recruit and support postdocs), and am close to family and friends in North Carolina and Tennessee. It would have been impossible to imagine in early 2021 this is where I would be now and, little did I know, I may have been laying the groundwork for my own success by answering that initial email about postdoc benefits and salary from Virginia Tech in 2020. I engaged with them in 2020 because I wanted to be helpful and assist them in thinking about what effective support of their postdoctoral population could look like. Now, I am working toward that goal with them while also growing as a leader and strategic thinker.

​I hope to build a positive legacy for both myself and postdoctoral support here at Virginia Tech in the years to come. Our aspirations and goals are ambitious, in a good way. We are striving towards building something impactful and innovative for our postdoctoral population, including the recent launch of a Presidential Postdoctoral Fellowship program this Spring.
Stay tuned for additional exciting announcements and developments in the months ahead!

​In closing, I truly believe that if you put yourself out there (ie, apply for positions you think may be a stretch for you), volunteer for causes you care about, build your credibility and network (which I did through leadership roles and involvement with NPA and GCC), and know what you are looking for in a role (turning down good but not great opportunities), you can land at a place that meets most if not nearly all of your needs.
​It might take a year or it might take longer but all good things, as they say, are worth the wait.  

I have written about weighing the value of pursuing a postdoc after completing your Ph.D. in a previous blog post. And while that post focuses on my own personal experience and opinion, I wanted to use this space to emphasize more practical advice on how to network your way to postdoc opportunities and consider the training environment in the lab/group/institution to make the most of your postdoctoral experience.

I am often asked by Ph.D. students how they should search for postdoc positions and make the most of them. Recently, I gave a presentation on the topic to a graduate class at North Carolina State University. I am sharing it here for those of you debating should you do a postdoc, how to find a good postdoc environment, and how to make the most of this training period.

As we approach the fall, faculty job ads will begin to be posted. How can you prepare yourself for a competitive job market? I have 5 pieces of advice from my own experience applying for faculty positions and work supporting postdocs in their job search. 

1. Self-assess & consider fit
2. Gather intel & information
3. Start early preparing application materials
4. Cultivate peer support
5. Consider diverse career options

Self-assess & consider fit
Before any career search process, you should spend time self-reflecting on your skills, interests, and values. Consider what types of roles and employers would best fit where you are in your life. Note that there are many roles in higher education beyond tenure-track faculty and there are many colleges & universities to work at beyond name-brand or research-intensive institutions.

For more see:

• Career Exploration 101
• Academic Career Readiness Assessment (ACRA) from UCSF
  • More on ACRA methodology 

Gather intel & information
What does it take to successfully land a tenure-track faculty position? While the ACRA referenced above assessed the faculty search committee's perspective on hiring new assistant professors, other work that I have collaborated on seeks to present data from the applicant's side.

See A survey-based analysis of the academic job market for more info on our applicant survey findings and variables that were associated with applicants successfully landing faculty job offers as part of the 2018-2019 job market cycle. 

Updated 6/29/2022:
If you were on the assistant professor job market in 2020-2021 and/or 2021-2022 (regardless of the outcome - whether you received a job offer or ultimately accepted one), we would love for you to complete our surveys as we seek to better understand how a variety of variables influence one's ability to land a faculty job offer. Find links to the surveys and learn more about our faculty job market collaboration team, below.

Arguably, the research statement is a good place to start for many STEM trainees as you probably have a good sense of what you have accomplished in your research and why it matters. However, a research statement needs to be forward looking and focused on what you plan to research as a new assistant professor. As such, you should think critically about where your field is going and how your training, skills, and interests can best be leveraged into a research program that is value-add to the department and institution you are joining. And if you are targeting research-intensive institutions, you must also seriously consider how your research will be funded and fit into funding priorities of key federal agencies and foundations.

• More on How to Construct a Compelling Research Statement

It's important to really think about your vision for your research first before tailoring your materials to a particular institution. I believe you shouldn't try to present the research you think a hiring committee will be excited about but rather research YOU are excited about. You want to be hired based on who you are and what you aspire to be and be OK with the realization that many hiring committees won't see a fit between your interests and theirs. That is OK because fit is so critical in any job search and you want to find it so that you can thrive in your new role and be your true self. 

For additional tips and advice on other faculty application documents, see:

• How to Write a Better Academic Cover Letter
• Tips on Writing an Effective Teaching Statement
• Diversity statement resources from UCLA & UCSD

And see the job search resources section of my website for documents I submitted on my own faculty job search, including a research statement for a research-intensive and primarily undergraduate-serving institution. 

Cultivate peer support
If you are currently a postdoctoral researcher interested in a faculty career, you should join Future PI Slack NOW. This community of nearly 4,000 postdocs is AMAZING and a great place to solicit advice and feedback from your peers. There is a channel in the Slack group devoted exclusively to reviewing one another's job application materials (#jobapp_reviewers) that you can join to solicit and provide feedback. It is a truly great way to see a variety of examples of faculty application materials and get additional feedback on your own documents from individuals who will often be outside your discipline. This type of feedback is critical as asking your current supervisor or lab-mates for feedback may not give you a sense of how someone outside your research domain views your documents...and faculty search committees will almost certainly be composed of a diverse set of individuals lacking a deep understanding of your particular area of research focus. So, getting broad-based feedback allows you to refine your documents to convey your points effectively to a wider audience.

You can also form your own peer support group at your institution or amongst others in your network. Find trainees also planning to go on the job market soon to meet with regularly to discuss your experiences and share your approach to the job search (where did you find job postings?, how are you handling requesting letters of reference?, etc...). Ideally, having this group be composed of individuals going on the job market this year and those planning to go on the job market next year is a great way for trainees a year out from applying to learn from those going through the process this year. As the hiring cycle progresses, your group can think learn from those who have had interviews with search committees about their experiences and serve as a space for feedback on the job talk and chalk talk (and see this presentation or this one on YouTube for more) your group members plan to deliver at institutions who have invited them for a final round interview. Through this experience, you'll gain a wider perspective on navigating a job search as you learn and support one another. 

Consider diverse career options
While a faculty role may be what you aspire to, it is always good to have options for the next step in your career. Consider using self-assessment tools such as myIDP, ImaginePhD, or ChemIDP to learn about the breadth of career paths that could fit your skills, interests, and values. Make plans to develop the skills and networks needed to pivot into careers beyond the tenure-track. There are so many amazing careers out there to pursue and remaining open to those possibilities will help you realize that there is no one path to "success" when it comes to your career. 

See my recent Standing Out from the Pack presentation for a summary of some of the resources and tools mentioned above as well as advice on navigating the faculty job search. 

We've also curated a variety of resources and perspectives on the academic job search and how to craft compelling application materials on the NC State Graduate School's ImPACKful blog under our "Academic PACKways" category. 

I also highly recommend this Faculty Corner YouTube playlist from Michigan Medicine's Office of Graduate & Postdoctoral Studies to learn more about the faculty job search and hear from faculty on how they manage their work & responsibilities. 

The United States' National Science Foundation (NSF) collects a large amount of data on individuals receiving their doctorate degrees from U.S. universities.

These data include:

• Survey of Earned Doctorates (SED)
• Survey of Doctorate Recipients (SDR)
• Science & Engineering Indicators, published by National Center for Science and Engineering Statistics

The SED focuses on recent Ph.D. graduates from a wide range of fields (lifes sciences, physical sciences, earth sciences, engineering, education, psychology, humanities) each year while the SDR captures employment information of individuals with Ph.D.s in science, engineering, or health fields, regardless of when they received their degree. 

I referenced some of these data a year ago in my blog post:
​Post-Ph.D. Career Plans: Consider the Possibilities 

A new batch of SED data was released in December 2020 containing data reported in 2019.
​So, while this data does not yet capture the effect of the COVID-19 pandemic on new Ph.D. graduates, we can still look at trends in employment, earnings, and more across a wide range of disciplines. New SDR data (from 2019) will be released in April 2021. So, stay tuned for a deeper dive into insights from that survey in a future post.

How US Ph.D. Employment Has Shifted from 1999 to 2019
The SED contains much historical data, allowing us to look at trends in Ph.D. production, employment, and more. The survey's Post-Graduation Commitments data is reported from 1999 to 2019 and we'll delve more into it below. 

Ph.D.s with Post-Graduation Commitments: Employment vs. Postdoctoral Training
The data plotted below reflects the breakdown of doctorate recipients with either employment or postdoctoral training commitments post-graduation.

​Keep in mind, though, that many recent Ph.D. recipients do not report definite commitments post-graduation in the SED survey. In the data from 1999 to 2019, the average percentage of all Ph.D. recipients reporting definite post-graduation commitments is ~60%. ​

For the purposes of the data plotted above, postdoctoral training and employment are separate post-graduation commitments and the percentages in these two buckets plotted in the graphs above sum to 100% within each degree field. In these data, all post-graduation commitments are categorized as either employment or postdoctoral training. 

These historical post-graduation commitments data tell us a few things:
1) Pursuing postdoctoral training is far more common in the Life Sciences and Physical (Chemistry, Physics) & Earth Sciences
2) Data collapsed across all fields show a trend toward a lower percentage of Ph.D. recipients securing employment post graduation, with particular declines in the Humanities & Arts and Psychology & Social Sciences
3) More Humanities & Arts and Psychology & Social Science Ph.D.s with post-graduation commitments are pursuing postdoctoral training, especially over the last 10 years 
4) There are trends toward greater employment pursuit and lower engagement in postdoctoral training over the last 15 years in the Life Sciences and Physical & Earth Sciences (with a hint at a "peak postdoctoral training" level in the high 60% range in the year 2004)

Again, the data plotted above reflects only those Ph.D. recipients with definite post-graduation commitments. Let's examine the trends in the percentage of Ph.D. recipients reporting definite post-graduation commitments over the same 20-year time period, below. 

Takeaways from the graph above:
1) The "shock" of the financial crisis beginning in 2008 is evident slightly in the 2009 SED data and noticeably in the 2014 data of recent Ph.D. recipients with definite post-graduation commitments
2) While post-graduation commitment percentages recovered by 2019 in most fields, the Humanities & Arts were an exception with percentage of recent Ph.D. graduates with post-graduation commitments lower in 2019 than in 1999, 2004, or 2009
3) Mathematics & Computer Science Ph.D.s consistently experience the highest percentage of definite post-graduation commitments
​
It will be interesting to see what the SED show in relation to the COVID-19 pandemic's impact on post-graduation commitments in the coming years. 

Overall, there has been a 35.5% increase in the number of total US doctorates awarded from 1999 (41,100 Ph.D.s) to 2019 (55,703 Ph.D.s). Education doctorates (Ed.D.s; Ph.D.s) awarded decreased by 29.3% from 1999 to 2019 while the decline was 4.2% for the Humanities & Arts. The growth in Ph.D.s awarded in other fields over this twenty year time period was staggering: a doubling of degrees (118.7% increase) awarded in Mathematics & Computer Sciences and near doubling (93.3% increase) for Engineering Ph.D.s awarded. While less dramatic, the growth of Ph.D.s awarded in the Life Sciences (55.8%), Physical & Earth Sciences (53.7%), and Psychology & Social Sciences (22.8%) was still quite robust from 1999 to 2019.

​Take-home point from the Ph.D.s conferred data:
There are a lot of Ph.D.s being produced each year and while some fields may be producing recipients with good job prospects (Mathematics & Computer Sciences, 70.2% with post-graduation commitments in 2019) others continue to produce very high levels of Ph.D.s with moderate job prospects based on the SED data (Life Sciences, 62.3% with post-graduation commitments in 2019). The Humanities & Arts field showed a plateauing to slight decrease in Ph.D.s awarded over the past 20 years, suggesting this field is responding to lower "demand" for Ph.D.s (52.3% with post-graduation commitments in 2019), though some may argue not rapidly enough.

The sector employment data make clear employment in academe has declined over the past 20 years across all doctorate recipients, though more so in some fields of study. Across all doctorate recipients, there has been a 15.4% decline in the proportion of individuals employed in academe from 1999 to 2019 while the proportion employed by industry or business grew by 40% over the same time period. 

​The Ph.D. degree areas with the largest decline in the proportion of recipients working in academe from 1999 (48.1%) to 2019 (27.5%) was Mathematics & Computer Sciences at 42.8%, followed by a decline of 24.2% in the Life Sciences - from 47.5% of recipients in 1999 to 36% in 2019. In fact, as the graph above shows, the 2019 SED data indicates a larger proportion of Life Sciences Ph.D. recipients employed in industry or business than academe, a first since the data have been collected. Again, a reminder that postdoctoral training is NOT INCLUDED in these data. Rather, the graphs above display the breakdown of 2019 Ph.D. recipients with employment post-graduation commitments by sector.

Interestingly, employment in academe remained relatively stable in the fields of Psychology & Social Sciences (51.9% in 1999 and 51.7% in 2019), declined more modestly in Humanities & Arts (10.4% decline from 80.7% of 1999 Ph.D. recipients to 72.3% in 2019), and actually increased for the field of Education (20.3% increase from 47.2% of 1999 Ph.D./Ed.D. recipients to 56.8% in 2019).

Regardless, the data make clear that employment trends for recent Ph.D. recipients, especially in the Science, Technology, Engineering, & Math (STEM) fields, have changed markedly over the past 20 years.

​These data bring to light a question that continues to be asked more and more in graduate education: Are we preparing Ph.D. students for a 21st Century career landscape or one of the past? Clearly, employment prospects in academe are shrinking. 

It should be noted that there are vast differences in which sectors employ Ph.D. recipients based on their field of study, as indicated in the pie charts below. 

While not plotted above the breakdown for employment sectors for 2019 Mathematics & Computer Sciences Ph.D.s was: 64% Industry/Business, 28% Academe, 5% Government, 2% Nonprofit, & ~2% Other or Unknown. 
Clearly, being employed by industry or business sectors was the most common career path for recent Ph.D.s in STEM in 2019.
Conversely, academe is by far the largest sector employing recent Ph.D.s in Humanities & Arts, Psychology & Social Sciences, & Education.  

Clearly, in 2019, the sectors employing Ph.D.s varied WIDELY based on Ph.D. field. These facts raise the question, are we adequately preparing all Ph.D.s for their next career step given the diversity of paths they pursue?

Post-Ph.D. Plans: Pursue a Postdoc or Not?
While I have discussed my personal perspectives on the value of doing a postdoc, including using it for career exploration and self reflection, this is often a crucial decision point for many recent Ph.D. recipients. There are clearly financial considerations as postdoctoral salaries or stipends are relatively low compared to many Ph.D. holders' earning potential (discussed in more detail, below). However, the freedom and autonomy one can have in a postdoctoral position may not be matched for the rest of one's career and it can provide a nice period of scholarly and self exploration before making your next career move in academe, industry, or beyond. 

Postdoctoral training has also become necessary in many fields to be competitive for faculty positions as this additional training allows time for Ph.D. holders to build a larger collection of scholarly work, begin to demonstrate research independence, and develop crucial skills in lab management and grant writing, among other tasks required of faculty at research-intensive institutions. Teaching postdocs have also become more common for recent Ph.D.s seeking to build pedagogical and classroom management skills as they pursue teaching-focused faculty positions. 

As mentioned above in the breakdown of post-graduation commitments of recent Ph.D. recipients over the past 20 years, postdoctoral training is the majority commitment path for many fields: 59% of Life Science Ph.D. recipients in 2019 with post-graduation commitments pursued postdoctoral training while that percentage was ~56% in the Physical & Earth Sciences. The postdoctoral path is less common in other Ph.D. fields, though. 

The sheer numbers of 2019 Ph.D. recipients (collapsed across fields) pursing postdoctoral training (12,091), though, still dwarfs employment numbers in any other single employment sector (8,019 employed in academe; 7,476 employed in industry; 3,929 employment in other sectors).

​For many a postdoc is the default "next step" in their academic training and while it may fulfill this role for some, we should be empowering Ph.D. students with the information and space to decide if a postdoc makes sense for them (whether it fits into a career plan). 

Median Salaries of US Doctorate Recipients in 2019
While others have published about the financial impact of pursuing postdoctoral training versus employment post-Ph.D., the 2019 SED data allow us to look at how salaries differ between those pursuing postdoctoral training or employment by field of study (and by sex, though not discussed in this post). 

The percentage of median postdoctoral salaries to other employment salaries for new doctorate recipients demonstrate that the salary discount for pursuing postdoctoral training various greatly by field. In the Life Sciences, median postdoctoral salary ($50,000) is 61% of the median of other employment salary ($82,000). The percentage is as low as 49% in Engineering and as high as 94% in Humanities and Arts.

The median salary for recently employed doctorates also varies greatly by field. $53,000 was the median salary for Humanities and Arts doctorate recipients in 2019 while it was $68,000 in Psychology, $70,000 in Education, $85,000 in Biological and Biomedical Sciences, $95,000 in Chemistry, $102,500 in Engineering, and $120,000 in Mathematics and Computer Sciences. 

While these data are aggregated over many sub-fields and employment sectors and represent the median of a wide salary range, they hopefully allow Ph.D. holders to have a sense of the salaries they can obtain post-degree.

An interesting question these data cannot answer by themselves is whether there are more Ph.D.s interested in employment in certain sectors than there are positions, which affect their ability to secure employment. It is possible (and probable) that many individuals pursue a postdoc after their Ph.D. because they cannot secure other employment upon graduation. ​

More Data to Explore
There is a wealth of data in the SED and beyond. This post has just scratched the surface. 
Next​ month I hope to touch on some of the SED data comparing temporary visa holders and US citizens and permanent residents. In addition, 2019 SDR data should be published by NSF in April, which will allow for a deeper dive into employment trends for Ph.D.-holders in the US.

​If you are interested in exploring the data that made up this post, please visit the link below.
​You can also check out all the SED data on NSF's website.  

Conclusions
While the NSF SED data prompt several questions about the doctorate workforce and career pathways that remain to be interrogated, what is clear is that post-Ph.D. career pathways for doctorates issued in the United States are changing across a wide range of disciplines. Through data such as this, those of us interested in improving graduate student and postdoc career and professional development can hopefully share post-Ph.D. employment insights with a variety of stakeholders (students, postdocs, faculty, university administrators, & lawmakers) to influence the environment at our universities.

​We must be more intentional in considering what we are training Ph.D. students and postdocs for and how their employment prospects have changed. By doing so, we can hopefully build a responsive graduate-level training ecosystem at our universities that takes into account the future economic stability and prosperity of our Ph.D. students and postdocs.