1. EUPIDE - June 12th & 13th 2008 "Doctoral Consulting" A partnership between universities and enterprises toward a better recognition of doctors' skills

2. EUPIDE - June 12th & 13th 20082 Contents  The French context  The UPMC context  Existing partnerships between enterprises and universities  The way the early stage researchers (ESRs) are prepared for careers in companies : the Individual Training Plan  A new possibility : consulting for early stage researchers

3. EUPIDE - June 12th & 13th 20083 The French context  Companies and universities have difficulties to work together  The academic staff is often not aware of the careers’ opportunities in enterprises and the fact that they have competences that can interest companies  Universities are not often “armed” to deal with companies (ex: on juridical and commercial questions)  The staff in enterprises is often not aware of the quality and the added value of the academic training  The culture for research and innovation is weak inside big companies (the “engineer culture” is the mainstream)  A difficult background

4. EUPIDE - June 12th & 13th 20084 The UPMC context  Direct partnerships between research units and companies  About 300 doctoral projects are funded by private funds (10% of all doctoral projects)  Research collaborations  Technological transfers, start- ups creations, …  Under the coordination of the Department for Industrial Relationships of the university

5. EUPIDE - June 12th & 13th 20085 The UPMC context  Institutional level  Contacts with Human Resources department in big companies  Meeting seminars : a company comes to UPMC and presents its activities and careers opportunities, in front of early stage researchers  Visits : small groups of ESRs visit a department in a company  Permanent training of ESRs on career development issues  Responsibility: the Doctoral Institute  Associative level  The ESRs and PhDs Associations organize meetings between PhDs in enterprises and ESR (social and professional networking, advices and testimonies)

6. EUPIDE - June 12th & 13th 20086 ESR career development  Each ESR has to define – with his supervisor and doctoral school - his own Individual Training Plan to develop and serve his own professional project  No traditional courses but interactive workshop and seminars  No academic trainers but specialized consultants  A large training offer: Management (project management, team management… Communication Reflection on professional project, job market mechanisms, job searching techniques  ESR are well prepared – if they involve themselves – to work in companies

7. EUPIDE - June 12th & 13th 20087 Doctoral consulting  A new system, launched at the national level last September  The principle:  Companies propose consulting missions to universities  Universities select an ESR with the good profile and the ESR complete the mission  Companies pay the universities for the missions  Universities pay the ESR

8. EUPIDE - June 12th & 13th 20088 Interests  For companies  To answer to a non-resolved problem  To discover or “test” the ESRs competences  To find future workmates  To initiate a partnership with a university  For ESRs  To discover new professional environments and methods  To deepen a professional project  To develop a professional network  To better understand what you can bring to other structures than academic ones

9. EUPIDE - June 12th & 13th 20089 Interests  For universities  To reinforce its links with businesses  To find companies for other collaborations  To highlight the skills of its employees (the ESRs)  To better prepare the ESRs to their future careers

10. EUPIDE - June 12th & 13th 200810 An institutional involvement  Responsibilities for the institution (university)  To inform companies on this new system (because no national information campaign has be done)  To select, brief and train ESR interested in consulting  To elaborate mission contracts (IP issues)  To evaluate and manage the costs of this system  Involvement of the Industrial Relationships Department of the university  Involvement of the Doctoral Institute

11. EUPIDE - June 12th & 13th 200811 What kind of missions ?  Depending on the needs of companies  Methodological, scientific, technical consulting  Technology watch  Feasibility study  Bibliography study  Training  Tools development  …  Globally : everywhere where the question “how to manage changes” is asked

12. EUPIDE - June 12th & 13th 200812 Examples  Mission 1  A small enterprise in computer science  Security issues in programming (an upstream study)  Output: a report with recommendations  Duration : 32 days  Mission 2  A big company in cosmetics  A technical work on proteins with mass spectrometry analysis  Output: tests and technical report  Duration : 27 days  Mission 3  A big company in instrumentation  An organizational audit of a commercial department  Output : recommendations  Duration : 20 days

13. Dispositif Doctorant-conseil13 How does it work ? 3 years Employment contract 1 year Consulting contract UPMC Early stage researcher 32 days of mission Enterprise Mission Contract for each mission

14. Dispositif Doctorant-conseil14 Workload and remuneration  The doctoral consultant has to work 32 days on the duration of his contract (1 year)‏  These 32 days may be done during several missions in different companies  The work time for each mission can be organized differently depending on the needs of the company  Ex: 1 day per week during X weeks, 10 consecutive days…  Remuneration:  The doctoral consultant is paid 4025€ (including social contribution) for 32 days of mission (equivalent to 2100€ per month)  Prices for a company  Between 300€ and 700€ per mission day  Depending on the company size an the mission duration (UPMC wants to facilitate the use of this system by SMEs)

15. EUPIDE - June 12th & 13th 200815 Conclusion  A new interesting system to create links between universities, companies and ESRs.  Never forget: a strong institutional involvement is required  It will takes time before companies really use this system  A global evaluation will be made one year after the beginning of the system (January 2009 for UPMC)