1. 1 L. Gabriel Navar Department of Physiology Tulane University School of Medicine New Orleans, Louisiana Transition from Postdoctoral Fellow to Junior Faculty: Surviving the Initial Years Phase 1: Negotiating a Faculty Position The Do’s and Don’ts

2. 2 So! What are you anyway? — A Physiologist!? OK – But what is your QUEST? You want to be an ACADEMIC PHYSIOLOGIST!! To do that, you need a FACULTY APPOINTMENT!

3. 3 Establishing the Foundation  Ph.D. is obviously required – provides the hunting license  Postdoctoral years are critical! Not just a job but an opportunity to develop in depth expertise  Establish your credentials, develop your skills and initiate the networking process  Productivity, productivity, productivity!!! You have to have papers—preferably good ones  Research funding – individual postdoctoral fellowships from NIH and other agencies demonstrate your ability to write grants and get funding

4. 4 All Research Clinical Basic Science Choosing the Right Opportunity is Not Always Clear ? All Teaching Combination

5. 5 Selecting the Right Opportunity  Match your interests with the position description  All research? All teaching? Combination?  Basic science department versus clinical department  Health science center versus non medical department  Keep your options open  Consider several possibilities  Don’t focus on just one possibility  It’s business, not pleasure  Plan ahead and organize your strategy

6. 6 The Application Process  Prepare an outstanding, professional, well organized CV  Professional assistance  Account for all time  Highlight special accomplishments  Letter of Interest – personalize the letter and identify with the departmental faculty, the chair and the institution  Follow-up with personal contact either by phone or email – indicate your interest  If successful, you get on the short list and are invited to visit and present a seminar – YEAH!

7. 7 The Visit and Interview  Research the department you are visiting  Learn about departmental programs and faculty  Ask questions that show your knowledge and interest  Examine lab space, research facilities and core labs  Confidence and self assurance—not arrogance  The first visit is NOT the time to ask about salary and package

8. 8 The Seminar  Preparation is the key factor  Well prepared seminar for the whole audience  Clearly defined aims and objectives  Presentation  Explain methods and experimental design  Carefully explain your data  Leave audience with take-home message  A bad seminar will close the book on you

9. 9 The Art of Collegial Negotiating  Follow-up letter a few days after visit  Indicate your interest and excitement in the opportunity  Emphasize how your interests and expertise would complement and enhance the department  Objective is to distinguish yourself from other candidates, to rise above the rest of the pool  If successful, chair will call or write  Will ask you to submit a list of your needs  Invite for another visit  Request references if not already in

10. 10 What It Comes Down To The Department wants to know what YOU can do for us

11. 11 The Second Visit  Candidates being seriously considered are invited for a second visit  Prepare a detailed list of everything that you need including type of equipment, amount of space, core facilities (an unreasonable list can close the process)  Don’t emphasize dollars, but what you need to be successful  The chair should explain the salary and start-up package during the second visit

12. 12 Collegial Negotiations  Not a confrontation—you may soon be working for them It’s not enough to have something to fight for… I also need something to fight against.

13. 13 Collegial Negotiations  Concentrate on start up support first—what you need to optimize productivity  Benefits for an institution are standard—not much room for negotiation  Some room to negotiate return of salary release dollars  Understand the expectations and rewards  Annual assessments and raises  Achieve tenure  Promotions  Salary negotiations are sensitive but be direct if initial offer is not in line with expectation

14. 14 Why Should Chair Offer You A Higher Salary  You are going to be exceptionally productive  You will submit major grant application within the first year  You will be a terrific teacher  You have special expertise not currently available in department and will teach others  You will run a special resource or core facility In the final analysis, don’t fester too much about salary. The academic and intellectual environment is most important

15. 15 So You Got the Job---Now What?!  Don’t dawdle—come in with a sense of urgency  OK to be collegial and collaborate—but most important to stay focused on project leading to funding and publications!  Be a good citizen—but concentrate on your primary mission  A blend of independent and collaborative efforts helps build up the CV

16. 16 Final Analysis Hard work and diligent efforts are important and are required for results. But... the rewards are for productivity and... there is a big difference between activity and productivity! Good Luck!