I have tried to write about this before (post), but I think I was asking more questions and had fewer answers. After almost a decade of doing this, I think I have now learned some things – or at least made enough mistakes – that I can speak relatively intelligently about how best to hire. As always, there are multiple types of people you can hire for a research group. Undergraduates, technicians, graduate students, postdoctoral students, research scientists, administrative assistants, etc… Of course, as a faculty member, you will also have the opportunity to have a say about other faculty and staff hires in the department. Those are typically done by committee, and I have opinions about that process, too (more to come in future posts). This post is about some recent new practices that have been successful to hire people for your research group.
- Undergrads. OK, I don’t have much of a bar for undergrads. I do have a small hurdle. They have to fill out an application to be in the lab. The application is available on my website, or I send it to them when they request information about how to join the lab. When they turn in the application, they have to make an appointment to see me. At that meeting, I describe the lab, some of the science, and how we run things. If they are still interested, they have to fill out an undergraduate contract. The contract has more specific expectations for hours and work. On the front, we decide together on how we will compensate the student: money via work study, credit via independent study, or volunteering. I am specific about the weekly hours, compensation, and I email the undergraduate program director or the personnel person in charge of getting the students paid at that meeting. We flip the contract, and outline the science that the student will do during their semester. I photocopy the contract – front and back – and keep the original, signed by both myself and the student, and they keep the copy. I have outlined this in previous posts, but it was a bit buried (post). Basically, if you are interested enough to fill out an application and make a meeting with me, you can be an undergrad in the lab.
- Grad students. I am apart of two different graduate programs because what I do is interdisciplinary. One program has formal rotations. The students actually work in your lab for a semester, and get to know how you work and vice versa. After two rotations, they pick an advisor, and that is where they stay until they graduate (or leave the program). The other program I am in does not do rotations. In fact, there is no formal, helpful mechanism for students to find their advisors. They basically have to try a couple, have some false starts, and then decide. It is like the most awkward dating game ever (previously described here). They usually decide based on science, which I do not advocate (see post). For the students from the second program, I basically make them do a rotation over the summer for three months that I pay for out of pocket. At the beginning, I explain that it is a trial period, I even put it in writing. I pay them for their summer work, but that is the only commitment I make until the end of the trial. After the trail period, we have a meeting to discuss if they would like to continue to work in the lab.
- Postdocs. I recently hired a few postdocs. I had trouble getting good applicants for one, but had several reasonable applicants for the other. For both positions, I put out ads online. I think that was good because figuring out who has openings can be hard for recent grads who are applying (see post). In order to post an ad, I have to go through a formal process through my university equal opportunity office. Honestly, it totally sucked. They made it really long and difficult to get my ad out and to complete the hiring process. It basically took 6 months to fill one of the positions. This is terrible if you have to have results within a year for a grant. Once the ads were official and posted online, I started getting applications, and I definitely think I got applications from candidates who would not have applied if I had gone through the grapevine only. I made a spreadsheet for the applicants and set up a series of requirements including minimal requirements (which eliminated some applicants, but not many), and then preferred requirements. All the applicants who made it past that point were contacted to have a Skype interview, and I contacted all their references. In the Skype interview, I asked them about their work and described the lab. I basically tried to tell if they had some sort of red flag, but it is difficult to determine. The most important thing was to contact the references and ask them very direct questions about the applicant. I had a two-page set of questions (it really only took 30 minutes) where I asked about their research abilities, communications skills, work ethics, goals, and their personality and ability to get along with others. The last two questions I ask are: 1. Would you hire this person in your lab as a postdoc? and 2. Are there any red flags? You would be surprised at the number of people who say “no” to the first question. For the second question, this is important to make it clear that I cannot tolerate having a bad personality in a small lab, and I need to know if the person has issues. Honestly, every time I have called the references, and asked these questions over the phone, I made good hires. When I didn’t, I made bad hires. So, the most important thing in my mind is to CALL THE REFERENCES! After the references were good, and when possible, I had the applicant interview in person in the lab. I set up a whole day where they talked to other professors, gave a one hour talk on their research, and had lunch with the lab members at the faculty club without me. This last step was the most crucial because it was a litmus test of personality for the lab. I did not hire people based on this test if the people felt the interviewee was a jerk. In a small lab, the personality is crucial, but difficult for me to judge. The lab is a better judge, and I have to remember to always listen to them, no matter how good an applicant looks on paper.
- Technicians. I have hired a couple technicians/lab managers that didn’t work out so well. I now use the same process as for postdocs, and I think that will work better. Currently, I have a new technician who “grew up” in my lab starting as an undergrad and then a master’s student. This is a really great way to get a technician, but it is not exactly easy or common to find an excellent undergrad who wants to go this route.
- All. Lunch with current lab members. The lunch with the lab is the most important part of any interview, I think. I can’t tell you the number of interviewees who say stupid shit to the students when covering up their crazy for me. Plus, the personality meshing is so important, especially for a small lab. There could be a concern about racism or sexism, but educating students about their cultural biases, they can work to overcome them, as we all could and should.
So, what do you think? Any good advice on how best to hire people for your research group? Comment or post here. o get an email every time I post, push the +Follow button.