1. HIRING AND FIRING FINDING THE RIGHT EMPLOYEES Michael B. Reid, PhD Dean, College of Health & Human Performance University of Florida

2. Ground Rules for This Talk Personal perspective Focus on lab personnel Generalizations Not comprehensive Exceptions guaranteed

3. Attracting the right people is essential for your success.

4. The Goal

5. Jeff Smith Brian Hardin Jen Moylan Laura Gilliam Leo Ferriera Missy Chambers

6. HIRING THE RIGHT EMPLOYEE

7. Hiring – Practical Considerations Funding Scientific goals Access to talent Need for diversity Preferred skills* Expected stability* Fit*

8. Hiring – Practical Considerations Funding Scientific goals Access to talent Need for diversity Preferred skills Expected stability ‘Fit’ So, what type of employee?

9. Hiring – PhD Students

10. Limitations inexperienced classroom duties obligation to train possible failure

11. Hiring – PhD Students Limitations inexperienced classroom duties obligation to train possible failure Strengths bright energetic institutional support present for years value to profession scientific legacies

12. Hiring – PhD Students Limitations inexperienced classroom duties obligation to train possible failure Strengths bright energetic institutional support present for years value to profession scientific legacies Recruitment graduate faculty status open vs. advisor admits referrals local undergrads

13. Hiring – Postdoctoral Fellows

14. Limitations limited applicant pool foreign candidates relatively expensive career preparation personal focus

15. Hiring – Postdoctoral Fellows Limitations limited applicant pool foreign candidates relatively expensive career preparation personal focus Strengths experienced mature can bring new skills committed ambitious

16. Hiring – Postdoctoral Fellows Limitations limited applicant pool foreign candidates relatively expensive career preparation personal focus Strengths experienced mature can bring new skills committed ambitious Recruitment local labs meetings & list serves advertising nontraditional routes

17. Hiring – Research Staff

18. Limitations ambition creative input expense

19. Hiring – Research Staff Limitations ambition creative input expense Strengths full-time research can remain for years assist with trainees institutional memory networking potential

20. Hiring – Research Staff Limitations ambition creative input expense Strengths full-time research can remain for years assist with trainees institutional memory networking potential Recruiting job description salary Human Resources Dept. advertising

21. Hiring – Short-Term Personnel

22. Limitations inexperienced science often secondary consume time & money brief tenure

23. Hiring – Short-Term Personnel Limitations inexperienced science often secondary consume time & money brief tenure Strengths many varieties small / no salary aim to please can become assets

24. Hiring – Short-Term Personnel Limitations inexperienced science often secondary consume time & money brief tenure Strengths many varieties small / no salary aim to please can become assets Recruiting undergrad programs professional schools high schools informal contacts

25. Hiring – Evaluating Candidates

26. curriculum vitae references interview (phone/Skype/in person) lab visit show respect for ALL candidates move promptly communicate clearly

27. Hiring – Closing the Deal

28. expectations salary hours start date limit time of offer alternative candidates know your options

29. Hiring – Closing the Deal expectations salary hours start date limit time of offer alternative candidates know your options Congratulations, Boss!

30. The Outcome

31. FIRING AND OTHER DEPARTURES

32. Departures – Various Causes

33. Not your decision employee moves on loss of funding

34. Departures – Various Causes Not your decision employee moves on loss of funding Your decision training complete poor performance you are departing

35. Departures – Stick to Basics

36. prepare for conversation with employee speak with thesis committee or HR follow institutional process respect training program guidelines honor union agreement

37. Departures – Take Responsibility safeguard YOUR data maintain momentum of project(s) minimize disruption in the lab facilitate transition of the employee

38. Hiring (and firing) well takes effort but few things are as important.

39. Acknowledgments R01 AR062083, R01 AR055974, and T32 HL086341 We gratefully acknowledge the institutional support and extramural funding that made this research possible including:

40. Thanks!

41. Michael B. Reid, Ph.D. University of Florida michael.reid@ufl.edu michael.reid@ufl.edu Michael B. Reid, PhD is Professor of Applied Physiology & Kinesiology and Dean of the College of Health & Human Performance at the University of Florida. Dr. Reid is an established investigator whose research addresses the cellular and molecular mechanisms that underlie muscle weakness and fatigue. He has maintained an unbroken record of NIH funding for a quarter century and has published over 100 scientific articles. He is a consulting editor for Journal of Applied Physiology and serves on the editorial boards of Antioxidants & Redox Signaling and Skeletal Muscle.