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"Doctoral Consulting"

"Doctoral Consulting". A partnership between universities and enterprises toward a better recognition of doctors' skills. Contents. The French context The UPMC context Existing partnerships between enterprises and universities

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"Doctoral Consulting"

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  1. "Doctoral Consulting" A partnership between universities and enterprises toward a better recognition of doctors' skills

  2. EUPIDE - June 12th & 13th 2008 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 2008 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. 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 EUPIDE - June 12th & 13th 2008

  5. EUPIDE - June 12th & 13th 2008 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 2008 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 2008 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 2008 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 2008 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 2008 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 2008 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 2008 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-conseil UPMC Early stage researcher Employment contract 3 years Consulting contract 1 year 32 days of mission Mission Contract for each mission Enterprise How does it work ?

  14. Dispositif Doctorant-conseil 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 2008 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)

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