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Five steps toward career progression in research support
It is a regrettable fact that promotion is rarely routine for research support staff. Like all other senior managers at UK universities asked to advise research support colleagues on options for progression, we are waiting for the sector to implement more sustainable career paths. Until that happens, we offer five steps here.
1. Slow down
Yes, that’s right, slow down. The pressure to progress can be such that you lose sight of where you are at present.
Learn to differentiate the core part of your job from its less relevant activities, and focus on doing those important things well, on time and on budget. And remember: important tasks needn’t be the more skilled ones.
Make sure you understand the broader context of your role—the interrelation with other university departments, other institutions, the funding landscape, national and international policy frameworks, the role of lobby groups and learned societies.
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The national and international context for research is lively right now. Unless you know that context, it can be harder to spot opportunities for development.
Equipped with this knowledge, reflect on what your team, department or institution could do better, and what can be learnt from peers. Take opportunities to advocate for your suggestions and incorporate them into your day-to-day work.
2. Identify a path
It’s normal for your future career trajectory to lack coherence. Resist the urge to go for each and every professional development opportunity that presents itself, such as secondments or qualifications. Instead, feel your way forward according to your growing understanding of context and environment.
It’s important to talk to people. Seek feedback from a critical friend. Make sure you choose someone who will tell you the hard truths and help you to recognise your strengths and weaknesses. Speaking to colleagues about what you are interested in helps to convert fuzzy aspirations into tangible plans. By sharing your aspirations, you stand a greater chance of people thinking of you or mentioning you when a relevant opportunity crops up.
3. Create opportunities
You’ll be able to do a half-decent job sitting at your desk, but opportunities are less likely to come knocking, and you are less likely to grow your experience, knowledge and visibility.
Once you have identified a career path that attracts you, seek informal professional development opportunities to test the waters. Maybe ask to collaborate on a project plan, be ‘seconded for a day’ to a relevant area, or ask to listen in on a committee discussion. Observe how others work. Where they have skills that you would like to develop (for example, as a good chair or facilitator), ask them how they developed those skills.
Make yourself available and easy to work with; be professional and reliable. Hopefully you will then be able to build a team that can deliver on a project—and raise your profile at the same time.
4. Remove invisible barriers
Once you have committed to progressing, make sure you act. Uncertainty over the exact direction of travel, or fear of failing, can sometimes leave people unable to turn plans into action without recognising why that is happening. It is an attitude that, over time, can lead to a build-up of unhelpful resentment.
It can be tempting to attribute lack of recognition or progression to external barriers. It’s easy to immediately declare something can’t be done because there’s no team, no budget, nor enough ‘clarity’ around your role. Show a future manager what you have been able to do with the opportunities that were available to you. If you really need funds to make something happen, apply to university or external sources.
5. Get yourself seen
Now you have taken steps one to four, it’s time to get your work seen so new opportunities become real options for you. Make sure your peers know which opportunities you are looking for. Check out networks in your institution that let you note interest in other positions. Approach the people that you’re keen to work with and offer to work on a challenge they’re dealing with; be clear about how you can contribute.
Approach one or two people, then build up that relationship over time. Be wary of overexposure, of becoming that person who wants a new job so badly that the sector knows their CV like a canonical text. But equally, don’t wait to be asked. Approach the leads of projects that interest you and tell them what you can offer.
Carlos Galan-Diaz is acting director, R&I, University of St Andrews; Rose-Marie Barbeau is head of research impact and engagement (R&I), University of Glasgow; and Tanita Casci is director of the research strategy and policy unit, University of Oxford
This is an extract from an article in Research Professional’s Funding Insight service. To subscribe contact sales@researchresearch.com