The Researcher Development Concordat states that the responsibility of managers of research staff (postdocs and fellows) is to:
- Allocate a minimum of 10 days pro rata, per year, for their researchers to engage with professional development, supporting researchers to balance the delivery of their research and their own professional development.
- Identify opportunities and allow time (in addition to the 10 days professional development allowance), for their researchers to develop their research identity and broader leadership skills, and provide appropriate credit and recognition for their endeavours.
The advice below relates specifically to why and how you may wish to support your research staff to fully engage in their 10 days of allocated development time. For more general advice on how you can support your team in their careers and skills development, see the Academic’s Success Guide.
How to help your research staff
- How you can support your research staff to plan and use their 10 days development time.
- How to view the research staff in your group ‘taking time away’ to spend on 10 days development activities.
- Supporting research staff who are reluctant to take the time for their development.
- Supporting research staff who wish to use their 10 development days to plan and enable a career move outside academia.
The primary way in which you can support your postdocs and fellows is through ongoing conversations about their career plans, offering feedback on their skills development, and encouraging and providing opportunities for them to develop skills, gain experiences and enhance their knowledge in order to develop their careers. These conversations will take place through the Annual Review Conversation (formerly PRDP) but should take place more frequently in more informal meetings as your research staff make progress and their plans and skills develop throughout the year. You don’t need to be an expert in career management, but you do need to be willing to have the conversation, encourage them to think about and plan their next career steps, offer useful feedback, and support them in finding and taking development opportunities.You don’t need to be an expert in career management, but you do need to be willing to have the conversation, encourage them to think about and plan their next career steps, offer useful feedback, and support them in finding and taking development opportunities.
Advice from experienced PIs:
"As they start at Imperial, I will ensure they are aware of the outstanding training workshops offered by the PFDC. This should be a continual process to fill up gaps at points of need. I also flag the possibility to contribute as Postdoc Reps/attending events arranged by Postdoc Reps. Being able to discuss their views in a committee setting and engage with local postdoc communities also form integral parts of their professional training and personal growth. As departmental ECR champion and people & culture lead, I try to signpost ECR-tailored events to all PIs at divisional/departmental meetings (or via our departmental Newsletters). My aim is to encourage PIs to mention the offering to ECRs working in their group and thus give them their “implicit” permission to attend. I believe this can, in turn, increase the confidence and engagement of ECRs so that they feel free to dedicate time to activities away from the “bench” that are equally pertinent for their development and future prospect. This is a habit I hope they would keep throughout their career and life."
- Dr Véronique Azuara, Reader in the Department of Metabolism, Digestion, and Reproduction
"As the departmental ECR Lead and director of postgraduate studies (research), Brain Sciences, and based on my experience with the ECRs, I would emphasise increasing the ECRs’ awareness of the 10 development days. I have done and will continue to do this through the events I organise for the ECRs either at the coffee mornings, ECR lunch seminar series, afternoon social events and training workshops. I also would make sure that the ECRs’ line managers (...) are aware of the 10 days. I would encourage the ECRs to discuss this with them. I also would bring the 10 days up with the ECRs when signing their employment contracts (...)."
- Prof Amin Hajitou, Professor in the Department of Brain Sciences
"As soon as they start, I tell them to check the PFDC website for courses that they think sound interesting, or that they perceive would fill a skills gap. I ask them to talk to other PDRAs in the dept. to see which courses they felt were good and useful. For their job specific training I talk to them about where they feel the need for extra training and see where we can find a course."
- Prof Clare Lloyd, Professor at the National Heart and Lung Institute
"I discuss with them to better understand their objectives so that I can help them shape a development plan that is catered to their needs. I support them to attend training activities, conferences and, internally, I give them the opportunity to get experience on supervising students and interacting with external (industrial) partners."
- Dr Maria Papathanasiou, Senior Lecturer in the Department of Chemical Engineering
Although the 10 development days are expected to be spent on development activities that are not directly related to their normal work duties, it is very likely that the activities your research staff engage with will also benefit you and your research group. Firstly, taking time for development can re-energise and motivate, as well as help researchers to come back to their duties with fresh perspectives, new ideas and strengthened networks. They will be learning new skills and approaches that could be shared with other team members and may also be engaging in activities that allow them to promote or develop the work of your group externally. You may also learn something yourself!
Advice from experienced PIs:
"Research activities have many drawbacks and hence can be the source of frustration and anxiety. Gaining clarity on individual goals and keeping things in perspective and in balance is also beneficial for the wider group by creating a positive atmosphere of growth. We all know that when we feel empowered, we achieve more and gain a greater sense of satisfaction. Things also happen in the pauses and setting times aside for training and reflection is key to the process."
- Dr Véronique Azuara, Reader in the Department of Metabolism, Digestion, and Reproduction
"I have continuously encouraged my research staff to take the 10 development days and supported them in any way I can, including covering some expenses. The best benefit has been the wellbeing of the ECRs and the increasing feeling of being valued and supported in their careers. This can only strengthen the professional relationship between the ECRs and their line managers, and the commitment of the ECRs to their work, team, department etc."
- Prof Amin Hajitou, Professor in the Department of Brain Sciences
"I’m very supportive: I think it’s a really good thing that is mutually beneficial. I’ve had several staff who needed specific training in giving talks and they have greatly benefitted from the specific training in presentation skills that the PFDC offer – my lab benefits because of the visibility of a talented person showing off our data in the best light. I also encourage them to take the courses related to career development – fellowship applications etc. - I think it reflects well on us when junior staff win external competitive fellowships. "
- Prof Clare Lloyd, Professor at the National Heart and Lung Institute
"This is absolutely necessary for everyone’s development! It always pays off for the individual first of all but also for the group as they develop leadership, collaboration and presentation skills."
- Dr Maria Papathanasiou, Senior Lecturer in the Department of Chemical Engineering
It is likely that research staff will feel a pressure to spend time on their day-to-day duties and may even feel guilt at taking time away, even if for their development. It is important not only to stress that taking time to reflect and develop will help them to feel more confident and motivated, but it will also give them the skills to make successful progress in their current role and future career. If your research staff feels they do not have enough time to take on development activities, then this would be an opportunity for you to have a coaching conversation with them to review and reflect on their priorities, clarify your expectations, and take the opportunity to give them feedback on their progress and areas for future development.
Advice from experienced PIs
"I think it is important to clearly communicate what types of activities are covered by the 10 development days. Some of our ECRs may already be engaged with these activities without them knowing it. Also, we are not talking here about taking away a block of 10 days from their normal activities. These days can be spread throughout the year at key points of need."
- Dr Véronique Azuara, Reader in the Department of Metabolism, Digestion, and Reproduction
"I would put them in contact with the ECRs who have completed the 10 days and had a positive experience. I would also emphasize the importance and benefits of a refresh by taking advantage of the 10 development days."
- Prof Amin Hajitou, Professor in the Department of Brain Sciences
"I would stress how important it was, how I felt that they would benefit, make sure it fitted in with their schedule, and also explore why they felt that they were too busy."
- Prof Clare Lloyd, Professor at the National Heart and Lung Institute
"A job (academic or industrial) should be viewed as an opportunity to produce work based on the experience gathered so far and as an avenue to enhance self-development. Leadership skills training is absolutely necessary for any type of future success and personal satisfaction. I personally view is as part of the job, not time away from the job."
- Dr Maria Papathanasiou, Senior Lecturer in the Department of Chemical Engineering
A vital responsibility of any PI is supporting the career development and aspirations of all of researchers, irrespective of their intended destination. Simply, a definition of leadership is ‘enabling the success of others’. Your research staff moving into a new and fulfilling career is a success for you, and you do not have to be an expert in careers beyond academic research to support them in this. Be open to the discussion and know where to signpost them to opportunities and support to develop relevant skills, develop networks and hone their job seeking skills.
Advice from experienced PIs:
"I would put them in touch with ex-postdocs/PhD students who followed different paths. As a department, it could be beneficial to also set up for example a private LinkedIn group for current and “alumni” ECRs. Optimally, this should be done at the Faculty/College level."
- Dr Véronique Azuara, Reader in the Department of Metabolism, Digestion, and Reproduction
"Support them for internships that would fit their future career objectives. I have involved them in my work with the Imperial Innovations group and in my entrepreneurial activities for those interested in a career in industry."
- Prof Amin Hajitou, Professor in the Department of Brain Sciences
"I look through my (or colleagues) contacts and put them in touch with people who are working in that sphere, and make sure that they have the requisite transferable skills. "
- Prof Clare Lloyd, Professor at the National Heart and Lung Institute
"Training should be tailored to the needs of the individual. Certain training courses/avenues (e.g., conferences) are applicable to both career paths. Beyond those, one needs to shape the rest of their training portfolio accordingly. To support ECRs who wish to venture into industry, I aim to offer them the opportunity to engage early on with hubs and industrial collaborators."
- Dr Maria Papathanasiou, Senior Lecturer in the Department of Chemical Engineering