The Personality of a Scientist

The personality of a scientist A KELLY SERVICES PSYCHOGRAPHIC PROFILE

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Well informed and prepared

Focused

Evaluates alternatives

Takes supportable positions

Sensitive to others’ positions

Strives for precision

Logical, orderly workflow

Thinks critically

Intellectually honest

Avoids unwarranted closure

Personal integrity

Understands business

Critical thinker

Good listener

Monitors improvement

Problem solver

Good judgement

Adaptable and flexible

Analytical

Good with information

Deductive reasoning

THE LAB SCIENTIST

THE CLINICAL SCIENTIST

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In a connected and mobile world, talent is the engine of economic growth and the drive toward a knowledge-based society. Most, if not all, organizations are increasingly aware that a knowledge-based society depends on the best talent being in place across key sectors of the economy. Countries that have established a strong, talent-based workforce – through attracting the best from overseas – have developed thriving, sustainable economies.

Nowhere is the rush for talent more acutely felt than in the science community. Private and public organizations want the best talent working in their labs, to drive science and technology innovation and to enhance their reputation as a preferred research destination.

To attract and retain quality science talent requires an understanding of what makes

scientists tick: what kind of environment do they thrive in? What opportunities do they

look for? What do they want from management? The bottom line is that as competition

grows and emerging markets become more attractive as research destinations,

organizations need to ‘fine tune’ what they offer scientists.

With this goal in mind, Kelly Services conducted extensive research using data from

discussion forums and groups, industry association releases, blogs, resumés and trade

press articles to paint a psychographic portrait of scientists in the US, Europe, the

Middle East and Africa (EMEA).

In this resulting paper, we present key advice for attracting, hiring and retaining

scientists to ensure you stay ahead of the game, looking in particular at what motivates

candidates to succeed. We also illustrate the difference between various science

professionals – their key traits – and investigate the types of workplace barriers that

may deter them from taking a job at your organization.

INTRODUCTION /04

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What makes scientists tick?“The prospect of discovery is what keeps us hungry.” – Professor at the Saint Petersburg State University

Scientists tend to have perseverance, patience, tenacity, thoroughness and a singleness of purpose that is not common in other career fields.

Traditionally, they have been overachievers at school, particularly in science and math,

and have worked incredibly hard to achieve their academic goals.

They are typically driven by their inquisitiveness and desire for knowledge, which

means they have a passion for and are motivated by their work. “I think the first

and most important trait that scientists need to have, and something that I think

I have observed during the course of my career, is natural curiosity,” said one expert

contacted by Fuld + Company on behalf of Kelly Services.1

Productive scientists have a strong internal drive to achieve their goals and have high

levels of concentration and persistence. Nothing is accepted at face value for scientists

– every angle of a problem, all of the available data and interpretations of a problem

will be digested before any conclusions are drawn.

/06WHAT MAKES SCIENTISTS TICK?

Productive scientists have a strong internal drive to achieve their goals

1 For the EMEA Psychographic Profiles subject matter experts were interviewed in April 2014 about the characteristics of science professionals. The experts were two professors – one from Saint Petersburg State University and the other from European Science Foundation – and an HR manager from the European Science Foundation.

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Lab workers vs. clinical workers“In the sciences, it is generally accepted that you need to be a specialist rather than a generalist.” - Professor at the Saint Petersburg State University

/08LAB WORKERS VS. CLINICAL WORKERS

Lab and clinical scientists have many of the same ‘umbrella’ characteristics of all scientists, including common personality traits and career aspirations.

These include being keen to work on significant global research, and having clear plans

for what they want to accomplish and how they expect to accomplish it.

However, there are some key functional differences to be aware of when approaching lab

scientists and clinical scientists, mostly to do with their areas of specialty.

Lab workers

A lab scientist will set their mind to a task and see it through to completion. Focused and goal-

orientated, they will not be too interested in peripheral discussion, although they will absorb

all other people’s opinions – particularly those of peers – and consider alternative approaches.

They are unlikely to get personal and will respect contrary views. There is care and due

diligence in the work that they do; hence, it would be no surprise to learn that they will not

rush into tasks, decisions or judgements. Evidence is evaluated in a systematic manner;

conclusions are delayed if the necessary data and insights do not stack up. Everything is

carefully measured in the lab worker’s world.

A lab scientist will set their mind to a task and see it through to completion

LAB WORKERS VS. CLINICAL WORKERS /09

Clinical workers

According to research conducted by Kelly Services, clinical scientists’ work dictates a

different skillset. Clinical data managers and research associates are better skilled at

understanding business processes and management principles, strategic planning,

resource allocation, human-resources modeling, leadership techniques, production

methods, and the coordination of people and resources. Our research found that the

role of a clinical data manager has evolved according to technological advancements,

with data management and accompanying ‘soft skills’ becoming more important in

today’s clinical environment.

As the role involves more collaboration, a clinical scientist gives colleagues their full

attention and takes time to digest others’ points, while also rigorously self-assessing for

areas of improvement. He or she will use logic and reasoning to identify the strengths

and weaknesses of alternative solutions, conclusions or approaches.

Clinical scientists are solutions-driven individuals who can engage comfortably with

complex problems – weighing up the costs and benefits of all outcomes to choose the

most appropriate course of action.

The role of a clinical data manager has evolved according to technological advancements

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Deciding factors: what do science candidates value in a career?“Above all, it is about growth and development opportunities.” – Professor affiliated with the European Science Foundation

DECIDING FACTORS: WHAT DO SCIENCE CANDIDATES VALUE IN A CAREER? /11

What a scientist most values in his or her career probably equates to what we all look for – stability, good management and freedom to work.

There are some further reasons, however, that are fairly unique to the science community.

These relate to the intensive nature of their work and the commitment they have to

making a difference.

Fulfilling roles

Fulfillment is the strongest driving force for a scientist. For example, if a person

engaged in the sciences feels fulfilled and engaged by their work, then he or she will

really devote his or her life’s work to specializing in his or her chosen field – some can

spend entire lives focused on one area of research.

Our primary research revealed this is driven by a sense that scientists feel like their

work is more advocacy than profession. Some believe that their findings will help

contribute to advancing their countries, which to a large degree is true of the work

they do.

Fulfillment is the strongest driving force for a scientist

The opportunity, to work on research that’s fundamentally important to society is hugely valuable to scientists

/12DECIDING FACTORS: WHAT DO SCIENCE CANDIDATES VALUE IN A CAREER?

A chance to innovate

Scientists value opportunities and a workplace that generates them. One subject

matter expert said: “If organizations – academe or companies – wish to retain talent,

they just need to constantly present opportunities. Sometimes scientists are looking

for growth opportunities, but most of the time they are simply looking for research

and development opportunities.”

Sympathetic environments

Being in an environment and around people who feel and think the same way is a

value many scientists cherish. They find great appeal in organizations that align with

their creative thinking and empower them to do what they do best.

In a field of work known for breakthroughs and discovery, it makes sense that most

scientists fear living a life dedicated to science only to conclude that they made little

or no significant impact on science or society.

“A scientist might devote his life to just one project and still fail,” said one interviewee.

The opportunity, then, to work on research that’s fundamentally important to society is

hugely valuable to scientists. Another subject matter expert noted: “People are driven

by the fact that they will be published or become prominent in the field because of

their discoveries.”

/13DECIDING FACTORS: WHAT DO SCIENCE CANDIDATES VALUE IN A CAREER?

Global opportunities

In general, scientists benefit from an increasingly globalized and borderless science

community that allows for more collaboration and travel, and greater diversity in the

work they do. Opportunities abound in the private and public sector. At home and

overseas, specialists can move where the financial, governmental or political climate is

most appealing.

Most who work in the field are acutely aware of where the opportunities lie – whether

academic, government or industry – and where they can best practice their specialty

according to policy settings. For example, a lab scientist will be aware that in Germany,

government regulations are relatively more open to experimentation than in the US.

There are a number of paths open to a scientist today – academic, industry and

government sectors all offer something different. Jobs in science are also increasingly

becoming ‘cross-border’, so many science candidates value the opportunity to work on

important research projects with overseas partners.

“Employment is no longer an issue, with the establishment of the European Union,

as well as the agreement among institutions that the sciences should be a borderless

and apolitical field. In a lot of ways, these changes contribute to what drives people to

engage in the sciences,” observed one subject matter expert.

There are a number of paths open to a scientist today – academic, industry and government sectors all offer something different

/14DECIDING FACTORS: WHAT DO SCIENCE CANDIDATES VALUE IN A CAREER?

They added: “In the sciences, it should be recognized that young people know this

is a field to which they need to devote time and resources – and given that there are

a few private enterprises, the government and other research institutions are the sole

providers of lucrative careers for the younger generation. In a way, the main driver

is opportunity.”

Sustained funding and research grants are a key pull factor for science talent. For

example, China has made a priority of bringing in talent from overseas through

incentives such as the ‘Thousand Talents’ program, which was set up to attract experts

in science, technology, and entrepreneurship.2 As part of the program, successful

candidates get a salary plus benefits, a lump sum of 1 million yuan (US$160,000), and

research subsidies ranging from 3 to 5 million yuan (US$490,000 to nearly US$820,000)

over a three-year period.

Scientists face an obstacle course of puzzles, hurdles, roadblocks and experimental problems

2 Lenora Chu, ‘Looking to China for Scientific Careers’, Science, November 2013, sciencecareers.sciencemag.org/career_magazine/previous_issues/articles/2013_11_15/science.opms.r1300139.

/15DECIDING FACTORS: WHAT DO SCIENCE CANDIDATES VALUE IN A CAREER?

What do they dislike or avoid in professional life?

In their daily jobs, scientists face an obstacle course of puzzles, hurdles, roadblocks

and experimental problems; a work environment that adds to those challenges is

probably not appealing. Science candidates are often aggressively unwilling to be

stopped by obstacles.

Our research also highlighted the need for a supportive working environment.

“Scientists ought to be in the middle of a perfect condition – a combination of desire

and a reinforcing environment that encourages them to pursue what they want,” said

one HR manager.

A workplace that is burdened by processes, bureaucracy and politics would not

be appealing to scientists, who, like most of their peers, are ambitious and driven.

Also note: younger candidates may be less responsive to the hierarchical corporate

structures that govern most workplaces. They have more freedom today to express

and share their ideas than their predecessors; they will therefore be less tolerant of

encroaching management and executive bodies.

Scientists like most of their peers, are ambitious and driven

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Sourcing and motivating talent“Scientists are very loyal to institutions that they feel support them and help them grow.” – Professor affiliated with the European Science Foundation

/17SOURCING AND MOTIVATING TALENT

A scientist needs to be challenged and able to work with a certain degree of autonomy

By their nature, scientists are not happy with the status quo, which means they are constantly moving forward and looking for new things to discover to stimulate scientific progress.

If opportunities do not present themselves in the workplace, then logically scientists

will find it hard to adjust and will look elsewhere, which is why employers need to think

carefully about what motivates candidates to succeed.

The need to be challenged

A scientist needs to be challenged and able to work with a certain degree of

autonomy. Any employer looking to engage candidates should think seriously about

how to create an environment with these two things in mind. Subject matter experts

interviewed for our survey agreed that an environment that favored micromanagement

was not conducive to retaining science talent.

“The best way to retain talent is by providing as much assistance as you possibly can to

ensure that they are supported and encouraged to pursue developments in the field,”

one expert observed. “Providing assistance in terms of funding, research opportunities

and publishing, among other things, would allow science candidates to maximize their

potential and contribute greatly to the institution and society.”

Although scientists do collaborate on research projects, subject matter experts also

observed the benefits of offering flexibility, variety and choice in the way scientists work.

“Working on your own is the most preferable set-up, but most of the work is often

collaborative – sometimes with groups of three and as large as a group of one hundred

people collaborating from multiple areas,” one expert said. “Many scientists are not

people-persons. They often work on their own and they prefer it that way.”

Rise of the social scientists

Popular culture has always painted scientists as introverted ‘geeks’ – socially awkward,

unable to form functioning relationships and happy engrossing themselves in their

research as an alternative to real engagement. But that stereotype is being quietly

eroded by the influence of technology. In particular, the rise of social media as a tool

of mass communication has allowed scientists to communicate their ideas with a much

bigger audience. Science blogs have even become a major social media phenomenon:

the I F***ing Love Science Facebook page now boasts more than 17 million followers.

/18SOURCING AND MOTIVATING TALENT

Scientists like most of their peers, are ambitious and driven

Without doubt, social media has given science – in particular a younger generation

of scientists – a platform to develop and hone a profile. Business Insider, an online

business publication, recently posted a list of the top 40 scientists using social media;

among them were astronauts, physicists and molecular biologists.3 That is something

to consider in recruiting from a talent pool reared on these technologies – they are not

necessarily going to fit into a box labeled with old stereotypes.

/19SOURCING AND MOTIVATING TALENT

The rise of social media has allowed scientists to communicate their ideas with a much bigger audience

3 Melissa Stanger, ‘These 40 Science Experts Will Completely Revamp Your Social Media Feed’, Business Insider, March 2014, www.businessinsider.sg/scientists-to-follow-on-social-media-2014-1/?op=1#.U9mwJsrGvSg.

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Five key tips for attracting and retaining science talent

REVISE MANAGEMENT

STRUCTURES

ASSIGN MENTORS

NURTURE INNOVATION

OFFER FURTHER

OPPORTUNITIES

INVEST IN TRAINING

Not all organizations are going to be able to meet the demands or satisfy the desires of all scientists.

For example, not all companies and organizations operate at the cutting edge of

science, focusing on hugely significant discoveries or the solutions to life’s problems.

However, science candidates will appreciate the ability to learn from those who have

experience: mentorship programs are a good way to entice talent into an organization

– offering them an opportunity to work with an established expert, in order to learn

and grow.

/21FIVE KEY TIPS FOR ATTRACTING AND RETAINING SCIENCE TALENT

Science candidates will appreciate the ability to learn from those who have experience

The following are five key steps organizations can take to better meet the needs of today’s science candidates:

1. Revise management structures – create management hierarchies that minimize

administration for science workers.

2. Assign mentors – consider a mentorship program to allow young recruits regular

exposure to experienced specialists and practitioners.

3. Invest in training – offer additional training to help develop ‘soft skills’ not picked

up in tertiary education, such as management and presentation skills.

4. Nurture innovation – consider using new technologies to encourage more online

collaboration between scientists.

5. Offer further opportunities – Look at additional learning opportunities, such as

conferences, to encourage networking and personal development.

/22FIVE KEY TIPS FOR ATTRACTING AND RETAINING SCIENCE TALENT

EXIT

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