C R A W April 2005 The Job Search Process & Later Job-Related Decision Making Joann Ordille Avaya Labs Research The Industry Perspective

C R A W April 2005 Research Outside Academia  Industrial Research Labs  Emphasis in this talk  Government Research Labs  Start Ups  Transitions between start ups and industrial research labs are possible

C R A W April 2005 Advantages of Research Labs  Create real world impact from your research  Create products or services  Define strategic direction  Consult on technical issues  Evaluate new technologies  Collaborate across diverse areas  Change research area freely (no tenure clock)  Make teaching or writing grants optional  Schedule your hours, vacations, work from home days  Train students in summer internship programs  Build teams with professional programming staff  Receive significant salary and benefits  Importance of retirement considerations

C R A W April 2005 Disadvantages of Research Labs  No tenure; layoffs are possible  Less guarantee of project staff, i.e. no easy supply of students  Time demands from the enterprise to meet its needs (e.g. consulting, evaluation, etc.)  Publications are a priority, but not the only priority  May limit publication frequency and hence ability to take a university position  Many industrial researchers successfully navigate this issue and later work at universities  Loss of impact, because you won’t have PhD students to follow in your research program  Limits to public disclosure in industrial labs  Less freedom during summer “semester”

C R A W April 2005 Application Process Similar to Academia  Metrics  Similar to Research University  Numbers in different areas depend on alignment with company goals  Application Packet  Describe alignment with company goals in application letter if possible  Teaching statement is not necessary  Work experience, projects with real-world impact and patents are a plus  Initial contacts  Not all positions are advertised, so ask through your contacts or simply a representative of the lab

C R A W April 2005 Application Process Similar to Academia  Selection Process  Who decides to hire varies: group consensus, management decision with advice  Interview  Meet with research peers, project leads, department heads, research vice presidents, but no students  More in subsequent slides  Talk  One-on-ones

C R A W April 2005 The Industrial Research Lab Interview  The interview talk (preferably early, not at the end)  30 minute one-on-ones  Meet peer researchers  Meet with potential project leaders and department heads  Meet with head of Research (VP)  Meals  Goal: Convince them that your work aligns with the company’s strategic goals and that you will exercise leadership in directing the company to obtain new business, enter new markets, create innovate products, etc.

C R A W April 2005 Interview Preparation  Read up on the company and it’s goals.  Look up company info on Yahoo Finance or other financial sites Read the company profile and recent news Consider the analyst ratings and other financial information. Is the company healthy?  Read the company web site and the company research lab web site.  Align your research with the company goals  Ask about the model of research at the company  Independent PIs?  PI-led teams?  Collaboration amongst peers?  Management created projects?  Ask how hiring decisions are made

C R A W April 2005 Interview Preparation  Who will interview you is less obvious than at a university  Ask if you will receive your schedule in advance  As discussed for one-on-ones, prepare to discuss the interviewer’s research  When you receive your schedule, ask about the role of each participant. Is this a peer researcher, department head, etc?  Ask, then listen critically to peers about what it’s like to work there.

C R A W April 2005 Interview Preparation  The higher the rank of the person, the more likely you are to receive general business or strategic questions.  How would your research impress the CIO or CTO of a customer?  What ROI (Return on Investment) would it provide?  How big is the market it will open?  Listen critically for hints about what the organization is looking for and how to present  Avoid the “I’ll do whatever the company needs” trap.

C R A W April 2005 Possible Questions Peers, Team Leaders, Managers  How is the research lab funded?  What kinds of project structures exist in your organization e.g. single researcher, teams, collaborations?  How are research teams (collaborations) formed?  How are research projects started?  How did you begin working on your current project?  How are performance evaluations done? What metrics are used?  What are the paths for advancement? Is there a dual technical/management ladder?  How does this environment compare with other places you’ve worked?

C R A W April 2005 Possible Questions Peers, Team Leaders, Managers  As a new hire, will I have responsibilities other than pursuing my research program? For example, is there an initiation project or a requirement to participate in a team project?  Describe the accomplishments of a successful researcher in your organization.  What is the relationship between research and other parts of the company?  What are the policies about travel to conferences?  What hardware and system resources will be available to me as a new hire? What platforms are available?  How do I procure lab space and special equipment?  How are research systems supported?

C R A W April 2005 Possible Questions for Executives  How is the research lab funded?  What is the relationship between research and other parts of the company?  Describe the contribution of a successful research project or researcher  What is the strategic direction of the company? Where do you see it going in the next 5 years?  What is the relationship between research and the strategic direction of the company?

C R A W April 2005 Negotiating the Offer  Start date  Salary  Be prepared for questions about salary desired  Good technique when you have an offer is to say: I’ve been offered as much as this  Stock options, restricted stock grants, signing bonuses  Work from home options  Flexible scheduling  Salary, benefits  Medical  Retirement: Defined benefit pension plans vs. 401Ks  Stock purchase plans  Child care  Vacation Time, Vacation Buys  Moving expenses, house purchase support

C R A W April 2005 Starting the Job  Finish your dissertation before you start your new job  Learn about your colleagues  Learn about your company  Strive to make a contribution within the first year after you arrive