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LabManagerWhere Science and Management Meet™
Managing the Tenure ProcessFormalized Communications
Sugarcoating Commercialism in PresentationsSurviving a Construction Project
™MAGAZINE
INSID
E:
June • July 2006 Volume 1 • Number 2
contents
departmentsfeatures9MANAGING THE ACADEMIC TENURE PROCESS The tenure process begins at the stage of recruitment to the position and evolves through several distinct but overlapping phases: counsel-ing, evaluating, decision-making, and post-decision actions.S. G. Bradley, Ph.D.
15MANAGING COMMUNICATIONSA brief look at the value of a formalized communications program.Colin Sanford
19 SUGARCOAT COMMERCIALISM INYOUR ORAL PRESENTATIONSPresenting an overly commercial presentation at aninappropriate time can hurt your company and yourown professional reputation. When is it appropriateand when is it inappropriate to “go commercial?”John K. Borchardt
LabManager
JUNE JULY 2006
Where Science and Management Meet™
™MAGAZINE
23 THE SAFETY GUYS : Surviving a Construction Project – A Structured ApproachGlenn Ketcham, CIH and Vince McLeod, CIH
41 LAB DIAGNOSISDetermining Calibration Frequencyfor PipettesGeorge Rodrigues, Ph.D.
47 CAREER NOTEBOOKWorkplace of Tomorrow? 50+ Set ToFill Jobs, If Changes Occur Robert Powell
49 THE INTERVIEWScott A. KernsWeill Medical College, Cornell University F. Key Kidder
53 HUMAN FACTORSBuying, Selling, and InterviewingScott Warner
6 Upfront26 News Notes30 Lab Agenda32 Product News38 How It Works56 Advertiser Index
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EDITORIALPATRICE GALVIN - Editor In Chief • [email protected] | 603-672-9997, x112
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WAYNE COLLINS, Ph.D. • Thermo Electron Corporation
LYN FAAS • Consultant, Past-President of ALMA
GLENN KETCHAM, CIH • University of Florida
MARY KEVILLE • Massachusetts Biologic Laboratories
VINCE MCLEOD, CIH • University of Florida
JOHN L. TONKINSON, Ph.D. • Epitome Systems, Inc.
ANDY ZAAYENGA • The Laboratory Robotics Interest Group
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4 LabManager labmgr.com
upfrontman·ag·er:pronunciation: ‘ma-ni-j&r, function: noun
It’s pretty rare when the dictionary lets me down. Usually, when thinkingabout a topic or term, I start with its definition. A definition, by definition, is“a statement expressing the essential nature of something.” Or “the action orthe power of describing, explaining, or making definite and clear.” It’s thewords “clear” and “essential nature” that grab me the most. It always feels likeyou’re starting on firm ground.
However, in the case of the word “manager,” the results were disappoint-ing. The definition of a manager, according to Merriam-Webster Online, is“1. a person who conducts business or household affairs; 2. a person whosework or profession is management.” No clarity there, or to use a popularphrase “duh.” (For full effect, read as though the word has two syllables.)
The definition of “management” was a little more enlightening. It read,“1. the act or art of managing: the conducting or supervising of something (asa business); 2. judicious use of means to accomplish an end.” Not exactly get-ting down to the essential nature but the words “art” and “judicious” seemedto be nearer to the mark of my expectations.
Looking for something more uplifting and meaningful, I googled “zen andthe art of management.” It led to an article of the same name by N.K. Singh.The article stated, “Every organization needs to energize its people. In doingso, it converts its inner strengths and draws within to finally act with bound-less energy, completing tasks without appearing unnecessarily stressed.”
I have not been witness to much boundless energy in the workplace butthe not stressed part was appealing. My next strategy was one of my oldfavorites. When you can’t find an answer in the dictionary or by doing aGoogle search, the next step is to shout to a group of people nearby and getanswers shouted back. “What words would you use to describe a manager ormanagement?” The answers were, “leader, responsible, strategy, deployment,running a project, processes, accountable.” This sounded more like it.
Coming to a definition of manager is important, yet, perhaps, personal.It’s the kind of thing to refer to when needing a reminder of aims and goals.Taking the time to create that definition can be a valuable tool. It can informand guide daily activities, personal interactions, as well as big projects andendeavors.
One bit of wisdom will be included in my definition of manager. Thougha paraphrase ended up on his tomb, the epitaph written by steel magnate andphilanthropist Andrew Carnegie reads, “Here lies a man who was able to sur-round himself with men far cleverer than himself.” There are a lot of ways tointerpret that statement but I read it with a sense of humility – a word I willinclude in my definition.
Patrice Galvin
LabManager labmgr.com6
MANAGINGthe Academic Tenure Process
managing tenure
TENURE IS ONE OF THE MOST SIGNIFICANT LANDMARKS IN AN ACADEMIC CAREER; A STATEMENT BY THE INSTITUTION THAT IT HASCONFIDENCE IN THE CONTINUED SCHOLARSHIP OF THE FACULTY MEMBER AS A LEADER IN DISSEMINATING, SYNTHESIZING, AND
CREATING KNOWLEDGE, AND THAT THE INSTITUTION IS MAKING ACOMMITMENT FOR THE ENTIRE ACADEMIC CAREER OF THE FACULTY
MEMBER. THE TENURE PROCESS BEGINS AT THE STAGE OF RECRUITMENT TO THE POSITION AND EVOLVES THROUGH SEVERAL DISTINCT BUT OVERLAPPING PHASES: COUNSELING, EVALUATING,
DECISION-MAKING, AND POST-DECISION ACTIONS. WELL-EXECUTEDTENURE PROCESSES STRENGTHEN THE FACULTY INDIVIDUALLY, AND
AS A WHOLE, ARE COST-EFFECTIVE. POORLY EXECUTED TENUREPROCESSES ADVERSELY AFFECT FACULTY MORALE AND ARE COSTLY IN
BOTH TIME AND MONEY.
Tenure, or the principle of guaranteeing employment to highly qualified scholars until they decide toretire, is a cornerstone of academic institutions in the United States. The intent of tenure is toprotect the freedom of faculty to teach and conduct research within their discipline withoutfear of reprisal because their ideas are unpopular or because of prejudice againist selectedgroups. In the eighteenth century, private universities such as Harvard granted lifetimeappointments to faculty who held endowed chairs. The practice of awarding tenure after suc-cessful completion of a probationary period of six years evolved during the subsequent century.In the twentieth century, the American Association of University Professors declared thattenure provides “a sufficient degree of economic security to make the profession attractive tomen and women of ability.”1 During the rapid expansion of America’s higher educational sys-tem after World War II, tenure expanded to encompass practically all 4-year colleges and uni-versities that granted graduate and professional degrees. Tenure was offered to associate profes-sors as well as professors as an inducement in the recruitment and retention of faculty. At theend of the twentieth century and continuing into the twenty-first century, tenure has erodedwith respect to the proportion of institutions offering tenure, the proportion of faculty intenure-granting institutions who hold tenured or tenure-eligible appointments, and the levelof economic security provided by tenure.2 As the competition for tenured appointments hasincreased, the number of faculty denied tenure has increased and a number of these candidateshas successfully challenged the negative decision. The inability of the administration of aninstitution to defend, during the appeals process, its decision to deny tenure often has beenbecause of procedural shortcomings rather than because of a flawed assessment of the academ-
S. G. Bradley, Ph.D.
Tenure has been the bulwark to guarantee the
academic freedom of faculty in institutions of
higher education.
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labmgr.comLabManager10
ic achievements and reputation of the candidate. Thisessay on managing the tenure process in academia willoffer some guidance on the process from its beginning to itsclosure.
IN THE BEGINNINGThe tenure process begins with the formulation of the jobdescription for a position.3 The primary responsibility may bein formal teaching with the expectation of advising studentsand with little emphasis on innovative research.Alternatively, the primary responsibility may be to establishan independent, innovative research program that will attractextramural funding, with only limited formal teaching andservice to the department. In either case, the expectationsmust be realistic. A faculty member assigned to teach threecourses each semester and to advise students is unlikely to be
able to do this well and sustain a dynamic creative researchprogram. There should be congruence between the criteria inthe job description and the criteria used to make the selectionof the successful candidate. The brilliant, productive, younginvestigator from a research-intensive university with noteaching experience is unlikely to thrive in a teaching-inten-sive 4-year college.
THE COUNSELING PHASEEach academic unit has a distinctive personality, and the newfaculty member will need a year or two to adjust and becomeoriented to the needs, opportunities, and expectations of thedepartment or program. Ideally, the department has a processto facilitate the introduction to the unit. A departmentalcommittee, a designated faculty mentor, or periodic meetingswith the departmental chair may do this. The faculty memberneeds to be encouraged to ask questions and seek guidanceabout departmental policies and practices. In some settings,faculty committees participate actively in curriculum develop-ment whereas other settings allow faculty to develop coursesindependently, with considerable flexibility in content andinstructional approach. In the research-intense setting, thenew faculty member will need to assess the appropriate bal-ance between independent and collaborative projects. Thenew faculty member can best learn the culture of the depart-ment by attending faculty meetings, departmental seminars,open committee meetings, and with permission of the instruc-tor, formal classes taught by a colleague. The young facultymember should be introduced to institutional support servicesas well, such as the offices of research affairs and faculty devel-opment.4
THE JUDGMENTAL PHASEAs time passes, the department chair or designated personnelcommittee will provide annual assessments of progress in theareas of assigned responsibility of the developing faculty mem-ber. No later than the end of the third year of service, thereneeds to be a formal performance review that includes discus-sion on each area of assigned responsibility and about otherdiscretionary professional activities. The departmental andinstitutional guidelines on tenure should be discussed item-by-item, with further explanation of expectations.5 Does excel-lence in teaching only refer to outstanding classroom presen-tation, does it require innovation in instructional content andmethods, or does it require recognition outside the institutionas well? Is excellence in research based upon number of publi-cations, impact of publications as measured by citations andjournal quality, extramural funding, national and internation-al recognition, or upon some combination of these criteria?The department chair and the developing faculty memberneed to confirm that there is congruence between actualeffort and expected effort, and if not, to clarify the depart-ment's needs and where there is an opportunity for realloca-
Tenure Status, in Per Cent
Tenurable
Non-tenurable
Part-time
1975 1995 2003Adapted from U.S. Department of Education report NCES 2005-155 (9)
60
50
40
30
20
10
0
Tenure Status, as No. Faculty
Figure 1.The number of part-time faculty is increasing dramatically.6
Figure 2. The percent of tenured and tenure-eligible faculty isdecreasing sharply.6
Tenurable
Non-tenurable
Part-time
1975 1995 2003Adapted from U.S. Department of Education report NCES 2005-155 (9)
600,000
500,000
400,000
300,000
200,000
100,000
0
tion of effort. It is a good idea to examinewhat faculty development activities wouldstrengthen his/her effectiveness. By thistime, the developing faculty member andthe department have invested substantiallyin each other. Faculty recruitment is anexpensive process in terms of time andmoney; therefore, it is cost-effective toinvest in faculty throughout their career.
Infrequently, it will be apparent earlyin the evaluation that there is not a goodfit between the department and the newfaculty member. This discrepancy betweenexpectation and performance should beaddressed openly, with a discussion ofstrengths that could be applied better inanother setting within or outside the insti-tution. The discussion should address themutual needs of the two parties, and notbe demeaning or expressed in adversarialterms. In the fifth year of a seven-year pro-bationary period, the prudent departmentchair will advise rather explicitly that theupcoming marginal candidate for tenureneeds to consider employment elsewhere,including seeking a non-tenure-eligibleposition.2 If there are extenuating circum-stances, most academic institutions havethe option of extending the probationaryperiod for one year if there is mutualaccord as to the cause, a reasonable proba-bility that identified deficiencies can beremedied within the allotted period, and arealistic schedule for progress to be madeduring the additional year.
BUILDING CONSENSUSThere needs to be a coherent articulationof the process and expectations for award-ing tenure.5 As noted, the job descriptionfor the new faculty hire ought to guide theselection process and the performanceevaluation. It is possible that during theintervening five years or so that the needs ofthe program may change, and all affectedparties should be kept informed of any shiftsin emphasis. Indeed, there has been a dra-matic increase in the number of non-tenured and part-time faculty and a steepdecrease in the proportion of tenured andtenure-eligible faculty since 1975 (Figures 1and 2).6 Faculty participation is key tobuilding consensus and to adapting to any
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changes in the process or criteria for judging success in teach-ing, service, and research. The department chair has a cen-tral role in understanding institutional needs and in reconcil-ing and negotiating differences in perspective between facul-ty and administration. To the greatest extent possible, theprocedures and guidelines for tenure should be in writing,readily available, and discussed annually at a faculty meetingbecause the members of the review committee and the can-didate for tenure need to have a common orientation to thedeliberative process. Guidelines ought to afford some flexibil-ity, accommodating unique aspects of a subdiscipline andspecial circumstances. Faculty engaged in large team-taughtcourses may have less opportunity to develop innovativeapproaches to teaching than a faculty member directing awell-defined course. A faculty member may have publishedonly a few original articles but they may be truly pivotalworks that merit a rating of outstanding in research. Anotherfaculty member may be a co-author on numerous publica-tions in which he/she played a minor role, or may haveauthored numerous articles published in non-peer-reviewedmagazines, and thereby be judged to be marginally adequatein research. A faculty member may have a special role in thedepartment that the chair and the faculty consider so valu-able that the special attributes of the candidate compensatefor some modest deficit in another criterion. The special cir-cumstances need to be discussed with the candidate andwith a departmental personnel committee and documentedin the candidate’s personnel file. The tenure process, fromstart to finish, requires a careful balancing of confidentialityand openness.
IN THE EVENT OF APPEALThe academic culture relies on peer review with avenues toredress questionable decisions. Disputes over a tenure deci-sion have diverse root causes. Perhaps the most common dis-pute that leads to an appeal arises when the institutionaltenure committee disregards the recommendations of thedepartmental committee and chair. These often reflect insti-tutional program decisions to limit the commitment to a par-ticular department or curriculum.7 The department chair isin a particularly difficult situation during appeals of a tenuredecision. The faculty member contesting a negative tenuredecision will attempt to rally support from faculty friends,which may lead to polarization within the unit. The depart-ment chair is also placed in the conflicting position of want-ing to help the faculty member relocate to a suitable posi-tion, but constrained in documenting the positive attributesof the appealing party in the strongest phraseology justified.In this scenario, the department chair is also faced with thedifficult task of explaining the department's position to theupper administration, and the upper administration's posi-tion to the faculty. The department chair may find it usefulto have the dean or the chair of the institutional tenure
review committee meet with the departmental faculty to dis-cuss the criteria, policies, and procedures of the tenure reviewprocess.
LIFE AFTER TENURETenure is not an absolute guarantee for employment for thecareer life of the faculty member. Institutions sometimesencounter a severe financial crisis that requires a reduction inforce, including tenured faculty. Indeed, in the extreme situa-tion, an institution may completely cease to operate. As timepasses, both the institution and the faculty member change.Most often, the departmental chair is able to orchestrate theneeds of the institution and the talents of the tenured facultyto meet the needs of students, administration, and the facul-ty fairly and effectively. This often involves reassignment ofduties, with greater emphasis on departmental service orteaching or research. The departmental chair, recognizingthe trends in personnel needs and performance, may find itdesirable to encourage tenured members to gain new skills orto update existing skills. Most academic institutions have in-house workshops and faculty development programs, andalso offer sabbatical leaves for intellectual renewal. One ofthe primary responsibilities of the department chair is to fos-ter a climate for continued intellectual growth and opennessto change. A stagnant faculty member is likely to becomefrustrated and disruptive in the department and institution,leading to “organizational pain.”8 On rare occasions, atenured faculty member becomes incapacitated, refuses tomeet assigned responsibilities, or flagrantly violates accept-able standards of conduct including serious criminal actions.Tenure policies, consistent with standards of the AmericanAssociation of University Professors, describe the dueprocess for removal of a tenured faculty member for cause.1This process requires careful oversight and guidance of legalcounsel.
CLOSING COMMENTSTenure has been the bulwark to guarantee the academic free-dom of faculty in institutions of higher education. Tenureprovides a non-judicial redress for many of the same rightsafforded by the constitutional protection of free speech andstatutory protection from discrimination based upon gender,race, or national origin. Tenure also provides a modicum ofeconomic advocacy for faculty although the role of tenure ineconomic security is eroding in the research-intensive uni-versity and the academic health science center.9 Clinical fac-ulty in particular may be awarded “tenure in title but notsalary.” During this period of re-definition of tenure, whichincludes the contentious issue of post-tenure review, it isimportant that the process for tenure evaluation is wellunderstood and fairly executed. The tenure process is not aone-time event but a process that begins at the time that thejob description is formulated and ends with retirement from
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the profession. The tenure process is a professional develop-ment program that facilitates placement of faculty wherethey can make the greatest contribution and achieve jobsatisfaction.
REFERENCES1. American Association of University Professors. Policy
Documents and Reports – "The Redbook.” Baltimore, MD:Johns Hopkins University Press, 2001.
2. Bradley, SG, Avakian, AN, Martin, M. Role of Non-tenureEligible Faculty in the Academy. Richmond, VA: State Councilfor Higher Education for Virginia, 1990.
3. McNamee, M. The Faculty Factor. Washington DC: NationalAssociation of Colleges and University Business Officers,2004.
4. Morahan, PS, Gold, JS, Bickel, J. “Status of Faculty Affairsand Faculty Development Offices in U.S. Medical Schools.”Academic Medicine, 77 (2002): 398-401.
5. Bradley, SG. “Ethical Considerations in Hiring and thePromotion and Tenure Process.” In Ethics in Academia, editedby SK Majumdar, HS Pitkow, L Bird, and EW Miller, 254-269. Easton, PA: The Pennsylvania Academy of Science,2000.
6. U.S. Department of Education. Staff in PostsecondaryInstitutions, Fall 2003, and Salaries of Full-Time InstructionalFaculty, 2003-04. Washington DC: NCES, 2005.
7. Curtis, JW. Trends in Faculty Status, 1975-2003. WashingtonDC: American Association of University Professors, 2005.
8. Grigsby, RK. “Managing Organizational Pain in AcademicHealth Centers.” Academic Physician & Scientist, January2006, 2-3.
9. Liu, M, Mallon, WT. “Tenure in Transition: Trends in BasicScience Faculty Appointment Policies at U.S. MedicalSchools.” Academic Medicine 79 (2004): 205-213.
Gaylen Bradley is currently Visiting Professor of Biochemistryand Molecular Biology and of Pharmacology at the PennsylvaniaState University College of Medicine in Hershey, PA. He waspreviously Vice President for Academic Affairs at the University ofMaryland Biotechnology Institute and Dean of Basic HealthSciences and Chair of Microbiology and Immunology at theMedical College of Virginia of Virginia Commonwealth Universityin Richmond, VA. Dr. Bradley may be contacted at Penn StateCollege of Medicine, Mail Code H-171, Hershey, PA 17033 orby email at [email protected].
LabManager 13labmgr.com
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MANAGINGcommunications
A BRIEF LOOK AT THE VALUE OF A FORMALIZED COMMUNICATIONS PROGRAM
managing the message
Whether you work in an academic institution or an international corporation, public relationsand communications should play an important role in laboratory management. By being able toconsistently deliver coherent communications, you can ensure that you will be in a position tobuild support among your key constituents and create sustainability for your laboratory.
From recruiting and fundraising to building a lab’s reputation among peer organizations andin your community, a formal communications program can help you meet your goals. There areno “cookie cutter” solutions to building an effective program but there are some best practicesthat will help guide you towards a solution that works.
MINDING YOUR MESSAGEEverything that you say publicly, and sometimes privately, is like a ripple in the water.Communications, often called public relations or community relations, is the process of proac-tively identifying and managing these ripples so they do not transform into tidal waves thatcould negatively impact the perception of your lab.
A good first step in managing these ripples is minding your message. A message is not onlymade up of the words that you use to describe the work your laboratory is doing, but also themanner in which you deliver them. An answer of “yes” to these questions will give you an ideaif you are on the right track towards minding your message:
1. Do you have a communications plan?2. Do you have a staff member who has primary responsibility for managing communica-
tions?3. Have you or any member of your lab been formally trained as a spokesperson?4. Are you proactive in talking about good news and prepared with a crisis plan for respond-
ing to bad news?Each of these questions gets to a similar point, that is, to be truly mindful of your message
you should include communications as a formalized part of your lab’s management and developa plan that meets your specific needs. In an era where information is circulated around theworld in real-time and a teenage blogger can break a story to an audience larger than a majornews outlet, minding your message has never been more important.
At the Oak Ridge National Laboratory in Tennessee, the communications function is soimportant that they have employed a team of professionals to mind their message. Billy Stair,the Director of Communications and External Relations, agrees that communications is a vitalpart of laboratory management. He notes, “Without a formal communications program, wewould have no effective or consistent way to build relationships with the people that are impor-tant to our organization.”
PLANNING IS INDISPENSABLEDwight D. Eisenhower has been credited with saying that, “In preparing for battle, I have alwaysfound that plans are useless, but planning is indispensable.” The point he is making is that it isnot necessarily the plan itself but rather the learning instilled through the planning process thatserves one well.
Colin Sanford
Effective communicationsmeans more than issuing
press releases, writingnewsletters, and speaking
to the media.
>>LabManager 15labmgr.com
There are as many ways to approach planning as there arelabs. However, key components of any successful communica-tions planning should include an analysis of your communica-tion goals, the identification of your key audiences, the devel-opment of messages for each audience, training of spokespeo-ple, and the selection of media necessary for successfully deliv-ering information.
“One of the major roles we play in supporting laboratoryand research teams is helping them develop materials thatspeak to particular audiences,” said Ana Kapor, PublicRelations Manager at Applied Biosystems. “For instance, if weknow that a particular research team will be presenting a posterat an upcoming conference, we will work with them to makesure that the poster coherently hits all the necessary points for ascientifically focused audience. Depending on the findings, wemay also issue a press release that would speak to a broadergroup of people, such as our investors, customers, and in somecases, even our competitors.”
Crisis planning is also important. Key to consider are theidentification of spokespeople, a roles and responsibilitiesmatrix, and a “call-down” list that indicates who must be con-tacted immediately and what specific information they willneed.
“We practice our crisis plan at least three times a year,”said Oak Ridge’s Stair. “Fortunately, we have never had toemploy our training in a real crisis but by going through theprocedures, we not only build the team’s confidence in deal-ing with crisis situations, we discover things that make ourplan better. For example, we determined that we needed anoffsite meeting location so we could focus on managing ourcommunications and media outreach without a laboratory incrisis as a backdrop.”
HONESTY AND OPENNESS Effective communications means more than issuing pressreleases, writing newsletters, and speaking to the media. Yourlaboratory’s communications program must reflect a genuinecommitment to open dialogue with your key audiences. Thiscommitment is central in helping to shape opinion and lever-aging your reputation to advance your laboratory’s goals.
Many organizations offer formal guidance on issues of hon-esty and ethics in research. These codes should extend to allcommunications programs. The Howard Hughes MedicalInstitute publicly states on their web site their commitment tohonesty, “For the public to trust medical research, it must beclear that a standard of complete honesty is always upheld.”
labmgr.comLabManager16
For a stark reminder on the importance of honesty, youneed to look no further then the debunked stem cellresearch conducted by Dr. Hwang Woo-Suk of the SeoulNational University in South Korea. Not only did he losehis job, he did an incredible disservice to the field of stemcell research, which has expended significant communi-cations resources to build its reputation as a promisingnew area of scientific discovery.
TIMING IT JUST RIGHTKnowing when to say something is almost as important aswhat you say. Appropriate timing can build anticipation,diminish anxiety, and alleviate speculation. Special events,conferences, and significant research milestones are all com-mon opportunities for reaching out to your key audiences.
In addition, taking advantage of trends and recentnews that pertains to your work can offer you the opportu-nity to provide expert commentary and support the workconducted by your lab. Working with your communica-tions team to identify stories on which you can commentwill not only prepare you for when opportunities arise butalso identify occasions for proactively delivering informa-tion to your key audiences.
PART OF THE JOB DESCRIPTIONOak Ridge’s Stair recommends to all new and veteran lab man-agers that, “Communications is a vital part of your job. It willhelp you create the tools for communicating what you aredoing to the people that will make the decisions that sustainyour work. You cannot be successful if you cannot effectivelycommunicate.”
Fortunately, there are myriad resources available that canhelp you meet your communications goals. Many laboratorieshave access to institutional or lab-based communications staffto help them create actionable plans. For those that do not,there are external resources that can help. Many local collegesand professional organizations, such as the Public RelationsSociety of America and the Clinical Laboratory ManagementAssociation, offer training programs that can build a laboratorymanager’s communications skill set.
Taking time to create a formal communications programwill not only help you build awareness about your laboratory’swork, it will serve you well in preparing for your inevitable roleas spokesperson, recruiter, fundraiser, and team leader.
Colin Sanford is a freelance writer and communications con-sultant based in Greenwich, CT. He can be reached [email protected].
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SUGARCOATCommercialism inYour Oral Presentations
PRESENTING AN OVERLY COMMERCIAL PRESENTATION AT AN INAPPROPRIATE TIME CAN HURT YOUR COMPANY AND YOUR OWN
PROFESSIONAL REPUTATION. WHEN IS IT APPROPRIATE AND WHEN IS ITINAPPROPRIATE TO "GO COMMERCIAL?"
managing content
None of us wants to fly hundreds of miles and pay hundreds of dollars to attend a technical conferenceonly to sit down and listen to sales talks. Yet I imagine most of us can say, “Been there, done that.” Recallyour reaction to these sales pitches. If you're like me, you were surprised, resentful, and seldom inclined tobuy the product being pitched at you.
GOING COMMERCIALWhen you do “go commercial,” the audience must know in advance that your presentation will be essen-tially a sales pitch. For example, your abstract or letter requesting an appointment can say that you will talkabout the superior performance of your product in specific circumstances likely to be of interest to youraudience.
Typical venues for a commercial presentation are a potential customer’s office, a conference room at apotential customer’s site, a hotel conference room, or occasionally, a trade association or professional organ-ization conference room. These last two locations should be done only if the commercialism ground rulesare made clear in advance to both speakers and prospective audience members. For example, the TechnicalAssociation of the Pulp & Paper Industry (TAPPI) has offered a venue at which suppliers can make verycommercial presentations about their products. This is a reception funded by suppliers at which their table-top poster commercial displays and literature line the perimeter of the reception room. One or more repre-sentatives staff the posters to discuss them with interested conference attendees, answer questions and sup-ply commercial literature.
Other examples are the vendor presentations and workshops at the National Chemical Exposition thatis part of the yearly ACS national meeting. While company representatives do present much informationof general interest, the primary focus is usually performance of the company’s products. In the case of soft-ware, the supplier often provides PCs on which attendees operate the software coached by the companyrepresentative.
When I worked for an oilfield services firm, I participated in an interesting commercial event in Calgaryorganized by our local sales personnel to take advantage of several researchers from the corporate lab whowere in town to attend a petroleum industry conference nearby and present four papers. They rented ahotel ballroom and set up half with large round tables for lunch and half as a lecture presentation room.They then invited employees of area oil and gas companies to attend four technical presentations — com-mercial versions of the papers being presented at the conference. In our presentations, we used trade namesand included comparisons of our product’s performance with that of competitors’ products while keeping asolid technical core to our presentations. (This information was not included in the conference presenta-tions.) Thus, attendees, even if they were not prospective customers, could receive interesting, valuableinformation. Approximately two hundred people attended the free event with the presentations scheduledprior to lunch. The response was excellent with some attendees staying hours after lunch to discuss the pre-sentations. At least two products were rapidly and successfully launched in Canada as a result of this event.
The key to its success was appropriate audience expectations, solid technical content to our commer-cially oriented presentations, and well-prepared presenters. So there are ways to “go commercial” and do
John K. Borchardt
When audiences dohave their expectationsseriously disappointed,
the result can be a public relations problemfor the sponsoring com-pany while reducing the
professional credibilityof the presenter.
>>LabManager 19labmgr.com
it well. Not charging a registration fee helped boost attendance. When audiences do have their expectations seriously disap-
pointed, the result can be a public relations problem for thesponsoring company while reducing the professional credibility ofthe presenter. For instance, once my supervisor and I each paid$99 to attend what a mailing described as a one-day workshopon time management to be presented by a famous expert in thefield. The registration fee included a group luncheon. About 500people attended — but not the expert. Someone else presented aworkshop primarily on the use of his firm’s time organizer/sched-uler and only secondarily on helpful principles of time manage-ment. The large room was set up so it was difficult for people toleave after the lights were dimmed and the presentation started.Most of the audience was very dissatisfied with the event becausewe had spent $99 and more than four hours of our time to attenda sales talk. Despite the registration fee, about half the audienceleft without staying for the afternoon portion of the presentation.Many were so disgusted they did not stay for the lunch they hadpaid for.
AVOIDING INAPPROPRIATE COMMERCIALISM This example illustrates that an excessively commercial presenta-tion can cause you and your employer more harm than good.This is particularly the case at technical conferences duringwhich audiences expect speakers to impartially present technicalinformation that is both educational and valuable. Many profes-sional societies and trade associations have guidelines regardingthe admissible amount of commercialism allowed on slides andin speaker’s remarks. Some specifically prohibit the use of trade-marks and corporate logos. Despite these rules, some speakers stillgive presentations that are overly inappropriately commercial inthe context of technical conferences.
When considering inappropriate commercialism, remember abasic principle of scientific publications and presentations is togive enough information so that someone else can repeat thework you describe and get the same results. Because of this prin-ciple I believe it is appropriate to use a trade name once (i.e., inthe experimental section to define the materials used in a study).If your employer won’t allow you to disclose a proprietary chemi-cal structure or details of equipment or instrument design, discusswith the appropriate people within your company what informa-tion of this type you can disclose. If you are quite restricted,either make sure the undisclosed information is peripheral to theprimary content of your presentation or withdraw the presenta-tion. This last example has happened to me and it is frustrating.However, it is preferable to the alternative — being strongly crit-icized by audience members for being too commercial in yourpresentation.
I’ve seen this happen at an ACS national meeting. Theabstract and title gave the impression the professor would bedescribing a polymer-modification process. Instead, the paperpresented polymer property information that illustrated how wellthe modified polymers would perform in certain applications.
After the presentation, a member of the audience asked exactlyhow the polymer was modified. The professor said he couldn’tdiscuss this because his university had decided to patent andlicense the process but hadn’t yet filed the patent application.This questioner and another individual proceeded to use the restof the question period taking the professor to task for abusing theprivileges of the ACS podium. This case illustrates that it’s notalways we industrial chemists who are at fault for being too com-mercial!
In another presentation at a symposium, I saw a young engi-neer give a very commercial presentation. After the presentation,one of the conference organizers stood to comment that he did-n’t find the presentation “very helpful.” This unleashed a series ofcritical remarks and the presenter and the other company repre-sentative of the conference, both very embarrassed, left the meet-ing two days early. This could well have been a case of the moresenior company representative failing to be an effective mentorfor the young engineer who appeared surprised at the audiencereaction to her well-delivered presentation.
THE PROMOTIONAL PRESENTATIONHowever, industrial chemists often have to deliver a commercialmessage in a presentation because this is why our employer sentus to the conference. How can we do this without violating con-ference commercialism guidelines or our audience’s sensibilities asoccurred in the two case histories summarized above? The answeris to sugarcoat the commercial message of our presentation withinteresting and valuable technical content. This content shouldbe the primary focus of the presentation. At least half of my morethan 100 technical presentations have followed this guideline.Despite this, these technical presentations still result in frequentrequests for product information.
Some call this type of presentation a promotional presenta-tion. A promotional presentation focuses on information so audi-ence members who would never buy the product still find thepresentation interesting and valuable. However, those who arepotential customers draw conclusions from your presentationthat can eventually lead to product sales. If you use your compa-ny’s product to explore and understand a phenomenon, you canpresent data that indicates your product performs well in a partic-ular application while emphasizing the phenomena under study.
For example, in discussing the process parameters that havethe greatest impact on ink removal from pulped wastepaper inpaper recycling flotation de-inking processes, I always use one ormore of my employer’s products as the flotation de-inking agent(that promotes ink detachment from wastepaper and promotesfoaming for physical separation of the dispersed ink from cellu-lose fibers by flotation). This chemical is described in all myslides but one using an innocuous acronym. The one exception isthe slide in which I discuss the materials, equipment, instru-ments, and test procedures used. There I use the commercialtrade name of the product. During the question period, someoneoccasionally asks why I didn’t use a different flotation agent. I
labmgr.comLabManager20
respond that I performed the described research as part of myemployer’s new product development program and so used myemployer’s product. So far no one has challenged this answer.
The audience receives two “take-home” messages from a goodpromotional presentation. They have a better understanding ofthe phenomenon that was the primary subject of your presenta-tion and they feel you and your company are expert in this partic-ular field or technology. If they are potential customers, they aremotivated to contact you and discuss how your firm’s productscould solve problems for them.
TIPS FOR PROMOTIONAL PRESENTATIONSTailor your presentation to the audience. For example, in describ-ing a class of water-thickening polysaccharides, I have separatedata sets on thickening oilfield brines and on fresh water thicken-ing for presentation to oil industry and food industry audiencesrespectively. I present this information in the context of studyingthe effect of temperature on polysaccharide conformation and thenature of interactions with water molecules and ions in solution.
Finally, be prepared for appropriate follow-up. Exchange busi-ness cards so that, in personal conversations after your presenta-tion, you’ll be able to arrange to send people information. Do thispromptly. Handing out commercial materials immediately afterthe presentation could offend some audience members or violate
the conference sponsor’s guidelines on commercialism.By avoiding overt commercialism, carefully choosing the con-
tent of your promotional speech, presenting it well, and beingprepared for follow-up, your presentation will benefit your audi-ence, your employer, and your own professional reputation.
Dr. John Borchardt has been a research manager and teamleader with both a very large commodity chemical company, ShellChemical, and a small specialty chemical firm, Tomah Products.In addition to writing the “Career Management for Scientists andEngineers,” a Library of Science monthly selection, he has writtenmore than 1,000 articles published in a variety of magazines,newspapers, and encyclopedias, most focusing on R&D manage-ment and industrial research career issues. He is an AmericanChemical Society Career Consultant and has served on the ACSCouncil Committee on Economic and Professional Affairs dealingwith layoffs, salaries, and other career issues. As a researcher, heholds 30 U.S. patents and authored more than 125 peer reviewedpapers. He can be reached at [email protected].
Beginning with the August/September 2006 issue of Lab Manager,Dr. Borchardt will be a regular contributor to the Human Factorscolumn, writing on a wide variety of topics relating to humanresources and management.
LabManager 21labmgr.com
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Surviving aConstruction
Project – A Structured
Approach
>>
SAFETYGUYSthe
There is one aspect of the design and execution of a project that weas “safety guys” find often stirs up more business for us than one mightexpect. This is the protection of building occupants and people inpublic areas adjacent to the construction activities. Before proceeding,one point of clarification, when we refer to the “public,” we meananyone, whether a worker in your area or the general public on yoursite, not directly associated with the construction process.
Construction can be a very disruptive process if not well managed.Safety problems might include: falling debris; dusts/fumes/odors;blocked exits; fires caused by welding, soldering, or roofing; trippinghazards or uneven surfaces; changes to paths of travel within a facility;noise; vibration; lighting (or lack of it), ultraviolet radiation (e.g.,welding); construction equipment and vehicles; utility interruptions;building access issues (both pedestrian, ADA access, vehicle, andloading dock); and security. Many aspects of a construction projectmay also result in spreading potential contaminants that could impactthe quality of analyses performed or at least add one more uncon-trolled variable in an experiment.
Although there are a number of standards for protection of thepublic to specific hazards, most notable being asbestos and lead, tradi-tionally there were no real comprehensive safety standards or guide-lines to hang your hat on that applied to overall protection of thegeneral public. That changed with the approval of the AmericanNational Standards Institute (ANSI) A10.34-2001 standard entitled“Protection of the Public on or Adjacent to Construction Sites –American National Standard for Construction and DemolitionOperation.” This is not a law or regulation as are the asbestos andlead standards, but it is a recognized consensus document that can beincluded in the contract specifications and therefore be enforced bythe project manager.
To be approved by ANSI, due process, consensus, and considera-tion of other criteria for approval have been met. Consensus is estab-lished when, in the judgment of ANSI, substantial agreement bythose groups directly and materially affected has been reached. In thiscase, it was a collaborative effort between construction companies,government, trade unions, design professionals, the insurance indus-try, and others.
Let’s walk through the standard and cover some of the fundamentalpoints. The standard first provides basic definitions. Hazard is a condi-tion that can cause illness, injury, or damage to property. This issomewhat unique as most safety standards only address personnel pro-tection. In our case, property could also be considered. For instance,samples stored in a –80 freezer that could be destroyed through
Glenn Ketcham, CIH and Vince McLeod, CIH
SO, YOU ARE FINALLY GOING TO
BRING YOUR FACILITIES INTO THE
21ST CENTURY OR YOU ARE
GOING TO EXPAND YOUR OVER-
CROWDED, CRAMPED LAB INTO
THAT EXPANSIVE ADMINISTRATIVE
SPACE NEXT DOOR.
THROUGHOUT THE CONSTRUC-
TION PROCESS, BOTH NEW
CONSTRUCTION AND
RENOVATION, THE FOCUS IS ON
THE END PRODUCT. IS THE
DESIGN WHAT WE NEED? WILL IT
WORK FOR US? IS THE QUALITY
OF CONSTRUCTION MEETING
OUR EXPECTATIONS? WILL IT BE
ON TIME AND WITHIN BUDGET?
THESE ARE ALL, WITHOUT A DOUBT,
CRITICAL CONSIDERATIONS IN
ANY CONSTRUCTION PROJECT.
LabManager 23labmgr.com
extended power loss, or a condition that invalidateswork conducted under GLP conditions would fallunder property protection. The Project Constructoris the person or entity named in the project docu-ments responsible for oversight and controlling thework on the project. This is the “go-to”person/group if there are problems and a relation-ship should be established before shovel meets dirt.The Enforcing Authority is the one with authorityto enforce safety on the site. This may be theProject Constructor, the owner’s project manager,the controlling contractor, or government entity.
The most important part of the process after obtain-ing commitment from the entities above is thedevelopment of the Public Hazard Control Plan.
The Public Hazard Control Plan is the meat ofthe standard. The purpose is to evaluate and reduceto a minimum the hazards to the public identifiedthrough analysis of the project prior to the com-mencement of work and then throughout theprocess. This is where effective and open communi-cation and discussion must occur before the workstarts. This is particularly important as most contrac-tors will be unfamiliar with the requirements forworking in laboratory facilities, especially if the labo-ratory will continue to operate during the project. Aphased approach to safety program elements willoften need to be implemented. Start with ground-breaking and move through all the phases of theproject when identifying hazards and contaminationissues, and consider solutions. It is critical for thefacility management and for the affected scientists toparticipate in this process, as some of the solutions
proposed by the contractor may be incompatible withthe ability to properly run their laboratory.
HAZARDS TO CONSIDER INCLUDE:Noise – Noise may impair the ability to conductnormal operations and discussion. Impact noise maystartle and cause secondary hazards. Noise, if loudenough, may interfere with the ability to hear audi-ble warnings such as fire alarms.
Dusts, Fumes, Mists, Smoke and Vapors –Though these seldom reach hazardous levels forbuilding occupants they may reach levels that couldimpair lab operations or damage sensitive lab equip-ment. It is also important to remember that mostlabs are maintained at a negative pressure withrespect to the rest of the building. Typically, air isexhausted through fume hoods and make-up air isdrawn from other non-lab areas of the building.This means airborne contaminants will tend to bedrawn into the lab from these other areas.Ventilation throughout the life of the project is animportant consideration.
Pedestrian Hazards – Safe walking surfaces androutes must be provided. This includes maintenanceof required emergency egress and evacuation routesfor all. ADA issues must also be addressed. Wheresidewalk closures occur, safe alternate paths must beprovided. Where carts must be rolled, the surfacemust be adequately maintained.
Utilities – Where utility interruptions arerequired (electricity, steam, chilled water, etc.) theoutage must be planned in advance to identify whataccommodations are required for the freezers, fumehoods, and refrigeration.
Other areas discussed in the guideline include;lighting, radiation, machinery and vehicles, fallingobjects, security, pollution control, hazardous mate-rials, vibrations and subsidence, actions for injuriesand damage, and an emergency action plan. TheANSI standard has a non-mandatory appendix thatessentially serves as a hazard protection plan tem-plate to help meet the requirements of the standard.
One area of note not covered in the standard is“hot work” (e.g., welding, soldering, grinding met-als) while in occupied buildings. We strongly rec-ommend adoption of a “hot work” permit process.This should be included in any Public HazardControl Plan as contractor initiated fire is a veryreal possibility.
The Hazard Control Plan, to be effective, mustbe communicated to all the contractors and subcon-tractors working on the site. This again is theresponsibility of the Project Constructor.
On a side note, safety runs both ways. There may
24 labmgr.com
It is critical for the
facility management and
for the affected scientists
to participate in this process,
as some of the solutions
proposed by the contractor
may be incompatible
with the ability to
properly run
their laboratory.
LabManager
be hidden hazards for the contractor that must berevealed prior to bid or preferably abated before thecontractor commences operations. These hazards mightinclude contamination issues. For instance, if chemical,biological, or radioactive materials were used, poten-tially contaminated surfaces must be “cleaned.” HEPAfilters may need to be removed from exhaust systemsand biosafety cabinetsmay need to be decontaminatedprior to contractor work. We strongly recommend aformal clearance process where every non-routine haz-ard (from the contractor perspective) is addressed andabated before turning the space over to a general con-struction contractor. This can help alleviate concernsfrom the actual construction worker who may havefears of being exposed to something “bad.”
This ANSI standard provides a good foundation foranalysis of construction projects from a safety perspec-tive. Although it is focused on the protection of peo-ple it does provide a logical path for the protection oflaboratory operations as well. It relies on the identifi-cation of hazards and development of strategies andassignment of responsibility to address those hazards.Each lab manager should be active in bringing forthissues of concern and needed accommodation at theplanning stage. Development of a plan and detailedopen discussion can make life easier and less stressfulfor all involved.
Reference:American National Standards Institute (ANSI) A10.34-2001 “Protection of the Public on or Adjacent toConstruction Sites – American National Standard forConstruction and Demolition Operation.”
Glenn Ketcham is a Certified Industrial Hygienist with 22years experience in the health and safety field. He is currentlythe Risk Manager for the University of Florida with responsibil-ity for the loss prevention, ergonomics, disaster preparedness,and the occupational medicine surveillance programs. He hasmanaged the laboratory safety programs for both the Universityof California, San Diego (UCSD) and the University ofFlorida. In addition, he served as an industrial hygienist withfederal OSHA compliance and has a masters degree in environ-mental engineering sciences with a health physics concentration.
Vince McLeod is a Certified Industrial Hygienist and thesenior IH with the University of Florida’s EnvironmentalHealth and Safety Division. He has 17 years of occupationalhealth and safety experience in academic research with focus inthe research laboratory. His specialties are in hazard evaluationand exposure assessments.
The Safety Guys welcome your comments and questions. Youcan email them at [email protected].
LabManager 25
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INFORMATICS TO OFFERLABORATORY GRADUATESUMMER PROGRAM The intelli-gent use of information technology isessential to the success of the modern lab-oratory, yet the gap between the world ofthe laboratory scientist and the IT profes-sional looms wide. To bridge this gap, theIndiana University School of Informaticsand LIMS Institute are teaming to offerunique graduate courses in an intensivesummer session, June 5-9, at the IndianaUniversity-Purdue University Indianapoliscampus. The Laboratory InformaticsSummer School offers two courses.Comprehensive IT for the Laboratorian,geared for the laboratory scientist, willpresent a full spectrum of topics in IT rele-vant to the uses, need, and interests oflaboratory scientists. The LaboratoryOperations for the IT Professional pro-vides a comprehensive picture of labora-tory practice, including important issues inregulatory compliance.
A2LA ACCREDITS TWOINSPECTION BODIES A2LA hasannounced that the first two InspectionBodies that have applied for accredita-tion have been assessed and successfullymet the stringent international require-ments. The requirements for an inspectionbody assessment are stated in ISO/IEC17020-1998 General criteria for theoperation of various types of bodies per-forming inspections as well as theIAF/ILAC-A4:2004 Guidance on theApplication of ISO/IEC 17020. Theseaccreditations demonstrate technical com-petence for a defined scope and opera-tion of a quality management system.
INFOTRIEVE ANNOUNCESLATEST ADOPTION OFELECTRONIC LABORATORYNOTEBOOK SOFTWARESOLUTION Infotrieve announced thatthe University of Pittsburgh School ofMedicine and Acacia ResearchCorporation's CombiMatrix MolecularDiagnostics Group have separatelyadopted the Infotrieve/ELN Electronic
Laboratory Notebook for the managementof scientific protocols, data collection, anddata sharing. The Infotrieve/ELN is anenterprise-wide electronic laboratorynotebook software solution designed tosecurely collect, store, analyz, and sharedata among biologists, chemists, regula-tory, quality assurance, and recordsmanagement professionals. It is the firstenterprise-wide ELN system to receivethe full endorsement of the CollaborativeElectronic Notebook SystemsAssociation.
ACD/LABS SIGNS RESSLERAGREEMENT WITH APPLIEDBIOSYSTEMS/MDS SCIEXACD/Labs announced that it has enteredinto a reseller's agreement with AppliedBiosystems Group together with its jointventure partner MDS SCIEX. This agree-ment allows Applied Biosystems/MDSSCIEX to sell ACD/Labs' MS Manager,MS Fragmenter, and ChemSketch Softwarein combination with AppliedBiosystems/MDS SCIEX mass spectrometryproducts worldwide. Under the agreement,ACD/Labs retains responsibility for cus-tomer training and technical support ofACD/Labs software.
UNLV BIOTECHNOLOGYRESEARCH CENTER ANDFRANEK TECHNOLOGIESPRESENT COST SAVING CASESTUDY ANALYSIS FranekTechnologies, supplier of certifiedCategory III-3 Laboratory Battery BackupPower Protection Systems (LPS/UPS), andthe University of Nevada, Las Vegas(UNLV) Biotechnology Center presentedthe results of an in-depth ROI analysis.Studying three critical forensic scienceand DNA analysis instruments fromApplied Biosystems, the study showedthat the instrumentation-grade power pro-tection provided by Franek Technologiesyielded a cost savings of over $243,000for a single significant outage (completeloss of power with transients) and anaccelerated pay-back ROI of 8.4:1 (bene-fit: cost), paying for itself in just 45 days.
labmgr.comLabManager26
news notes
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lab agendaMAY 21-25, 2006
106th General Meeting ofthe American Society forMicrobiologyOrlando, FLgm.asm.org
JUNE 1, 2006Congratulations, You're aSupervisor. Now What?Proven Rules NewManagers Should KnowAudio Seminar - 1:00 PM EDTwww.viconpublishing.com
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JUNE 18-21, 2006AAPS NationalBiotechnology ConferenceAmerican Association ofPharmaceutical ScientistsBoston, MAwww.aapspharmaceutica.com
JULY 23-27, 2006AACC 2006 AnnualMeeting and Clinical LabExpositionAmerican Society forClinical ChemistryChicago, ILwww.aacc.org
AUGUST 7-10, 2006DDT 2006Drug Discovery Technologyand DevelopmentBoston, MAwww.drugdisc.com
SEPTEMBER 10-14, 2006ACS Meeting and ExpoAmerican Chemical SocietySan Francisco, CAwww.chemistry.org
SEPTEMBER 17-21, 2006SBS Annual Conference andExhibitionSociety for BiomolecularSciencesSeattle, WAwww.sbsonline.org
OCTOBER 9-13, 2006ASHG Annual MeetingThe American Society forHuman GeneticsNew Orleans, LAwww.ashg.org
OCTOBER 14-18, 2006Society for NeuroscienceAnnual MeetingAtlanta, GAwww.sfn.org
OCTOBER 15-18, 200649th Annual AmericanBiological Safety ConferenceBoston, MAwww.absa.org
OCTOBER 25-27, 2006ALMA Annual ConferenceAnalytical LaboratoryManagers AssociationPortland, ORwww.labmanagers.org
OCTOBER 29-NOVEMBER 2, 2006
AAPS Annual Meeting &ExpositionAmerican Association ofPharmaceutical ScientistsSan Antonio, TXwww.aapspharmaceutica.com
NOVEMBER 13-16, 2006Eastern AnalyticalSymposium and ExpositionSomerset, NJwww.eas.org
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DEPOSITIONSYSTEMThe cartridge-basedDimatix MaterialsPrinter (DMP) systemto ink jet fluids con-tains DMSO, fluores-cently labeled pro-teins, enzyme mixes,genomic DNA,oligonucleotides, and even living bacteria and yeast.This is a complete, low-cost solution for high-precision jet-ting of functional fluids, showing proven repeatability inprinting aqueous, emulsion, and solvent-based fluids.Dimatix www.dimatix.com
MICROSPECTROPHOTOMETERThe QDI 2010T UV-visible-NIRMicrospectrophotometer is designedfor spectroscopic analy-sis of biological systemson the microscopicscale. It is capable ofthe non-destructivelymeasuring of UV-visible-NIR range spectra ofsamples as small as amicron by absorbance,reflectance, polarizationanisotropy, fluores-cence, and chemilumi-nescence.CRAIC Technologieswww.microspectra.com
GAS BURNERThe Fuego SCS represents a new labora-tory gas burner suitable for all flame-relat-ed applications in the laboratory. Thelow profile body facilitatesergonomic operation; thestreamlined design reducesair flow disturbances to aminimum. The SafetyControl System con-stantly analyzespotential hazardsand, if necessary, ini-tiates safety meas-ures. WLD-TECwww.wld-tec.com
PROTEINMICROARRAYSYSTEMThis complete proteinmicroarray system,for under $100,includes chips, col-orimetric chemistry,and everything need-ed to transfer existing
immunoassays to a microarray format. A simple procedureallows feasibility testing by hand-spotting samples and runningthe rapid colorimetric chemistry and visual image analysis. Thesystem is fully upgradable to robotic printing and quantitation;licensing available. Miragene www.miragene.com
SPRAYCLEANINGThe CleanStation inte-grates CO2 snowcleaning into a mini-environment, engi-neered specifically forprecision spray clean-ing. Within the work-space, recirculatedair is heated, HEPA fil-tered, and ionized tohelp prevent reconta-mination. Removed
contaminants are captured by a unique process, pro-viding a variable coaxial jet of dry ice crystals and aheated filtered propellant to take off fingerprints, thinfilms, and particles. Cool Clean Technologieswww.co2olclean.com
productnews c o n t i n u e d
34 labmgr.comLabManager
LIQUIDHANDLINGTo help laboratoriesensure data integrityand productivity, thenew LDQA™ servicesuite offers a packageof integrated liquiddelivery quality assur-ance support and con-sultation. Liquid han-
dling is a critical component in the processes of identification,quantification, analysis, and testing, and the need for accurateand precise liquid delivery is urgent. ARTEL www.artel-usa.com
CONDUCTIVITY STANDARDIt is now possible to calibrate andvalidate conductivity sensors atthe 1.3uS/cm, +/- 1% level. TheNew Hamilton 1.3uS/cm con-ductivity standard is stable forone year from the date of manu-facture and will still remain accu-rate as long as the total bottle-open time does not exceed onehour. Hamilton Companywww.hamiltoncompany.com
MICROWAVE SYNTHESISThe Voyager™ Flow-Through System forMicrowave Synthesis is now available withan option for handlingsolids, slurries, and highlyviscous fluids. Milligramto kilogram quantities ofcompounds can be syn-thesized quickly and easi-ly. The new modularoption allows for the syn-thesis of up to 50 mL ofmaterial automatically,while yielding the produc-tivity and solids compati-bility found with static batch systems. CEMwww.cem.com
DATA VISUALIZATIONThe KnowItAll® Informatics System offers compara-tive visualization, data mining, and analysis toassess the similarities and dissimilarities in massiveamounts of spectral,chromatographic,or other graphicaldata. Displays allowclear and simple visu-alization of the fea-tures of overlappedobjects by color cod-ing the areas from thehighest to the lowestamount of overlap.Bio-Rad Laboratorieswww.bio-rad.com
HPLC SYSTEMThe UltiMate 3000 series ofHPLC systems is used for appli-cations ranging from nanoflowproteomic analysis to semi-preparative purification ofsmall molecules. The series fea-tures seven single- and fivedual-gradient systems. Thesesystems address chromatogra-phers’ needs for performance,reliable operation, and ease ofuse more holistically and com-pletely than any other HPLC onthe market. Dionexwww.dionex.com
NEWCOMPUTINGPLATFORMLABWORKS LIMSv5.9 is the firstrelease built on anentirely new comput-ing platform. Thearchitecture provides
users with a new toolkit to easily customize site-specific datastructure and presentation utilized by the LIMS modules. Byvirtually eliminating the need for users to write their own cus-tom interfaces, implementation time and costs are signifi-cantly reduced. PerkinElmer www.perkinelmer.com
productnews c o n t i n u e d
SPECTROSCOPYThe Near Infrared Digital TransformSpectrometer (DTS)™ product familydelivers a compact and versatile chemi-cal analysis system at an low cost. TheDTS™ product family is powered by thecompany’s proven, state-of-the-arttelecommunication MEMS technology.Polychromix www.polychromix.com
36 labmgr.comLabManager
TOC ANALYZERThe Sievers 500 RL On-Line TOC Analyzer uti-lizes proven Sievers labo-ratory TOC measurementtechnology, the highlyautomated analyzer wasdesigned to deliver sci-ence-based risk manage-ment capability to the pro-duction floor for ProcessAnalytical Technologyand other quality initia-tives, such as real-timepharmaceutical water release and on-line cleaning validation.GE Analytical Instruments www.geinstruments.com
ANALYTICAL BALANCEWith the new Excellence Plus XP balance sets a mile-stone in the world of analytical weighing. Due to the syn-
ergy of three innovations -SmartSens, a hands-freeuser option; SmartGrid, thegrid-style weighing pan;and SmartScreen, a colortouch-screen display allow-ing full compliance options- the XP balance offersexcellent weighing per-formance and sets newstandards in terms of user,sample, and data security.Mettler Toledowww.mt.com
PROTEIN PURIFICATIONA new metal affinity resin, "His.Bind® Resin,Ni-charged" offers one-step purification of
His·Tag® fusion proteins. The resin usesiminodiacetic acid agarose to chelate Ni2+and is supplied as a 50% slurry with a typ-ical binding capacity of 8 mg/mL of settledresin. The resin is compatible with both Trisand phosphate buffers, providing flexibleprotein purification conditions. Novagenwww.novagen.com
RHEOLOGYSOFTWAREThe RheoExplorer® V6Software is based on anddesigned for Windows'32 bit operating platform.RheoExplorer runs underWindows 2000 and XPand is designed to pro-vide flexibility for config-
uring and using your REOLOGICA Instruments' rheology sys-tem. The software enables a normal PC to be used as the inter-face which allows the user to control the instrument, and thencollect and analyze the resulting data. ATS Rheosystemswww.atsrheosystems.com
PHOTOIONIZATIONSOURCEThe 1,000th PhotoMate®atmospheric pressure pho-toionization (APPI®) source isan important complement toelectrospray ionization (ESI)and atmospheric pressurechemical ionization (APCI) byexpanding the range andclasses of compounds thatcan be analyzed, includingnonpolar molecules that are not easily ionized by ESI or APCI,and by exhibiting less ion suppression than these other sources. Syagen www.syagen.com
tools of the trade
IN VIVOIMAGINGA new accessory andIRDye® reagents forin vivo molecularimaging are availableon the Odyssey®Infrared ImagingSystem. The OdysseyM o u s e P O D ™Imaging Accessory fitsover the standard scanning surface for in vivoimaging of up to three mice. The new applicationsoftware includes tools to quickly mark and quan-tify regions of interest such as tumors. LI-CORBiosciences www.licor.com
RAMAN SYSTEMThe Dimension-P RamanSystems provides com-plete solutions for qualityand process control.These systems featuresnew functionalities for real-time analysis and monitor-ing and are compliantwith the FDA 21 CFR part11 for complete audit, security, and validation requirements. Newtrigger-activated probes are available for use with liquids, pow-ders, and solids. Lambda Solutions www.lambdasolutions.com
37labmgr.com LabManager
HOW IT WORKS
Problem: Gas chro-matographs (GCs) have traditionallytaken up a lot of space on the labbench and required sample process-ing in the field prior to analysis backin the laboratory. Sample runs weretime-consuming and software appli-cations were not exactly intuitive.
Solution: A lightweight,portable GC that offers resultswithin seconds that is user-friendlyand whose footprint is only onesquare foot. A desktop or laptopPC is the primary user interface.Chromatograms are accessed inreal time and viewed on the PCmonitor.
The microFAST™ GC’s ownfront panel provides an instrumentstatus display and column tempera-ture status LEDS. All analyzer oper-ation, monitoring, and trouble-shooting can be performed using aPC. Desktop PCs are recommendedfor stationary applications; laptopsfor portable.
The chromatograph is a highlyselective and sensitive specialtyGC. It is capable of performing veryfast, low level hydrocarbon meas-urements in both laboratory andfield environments. It offers signifi-cant cost and productivity advan-tages over more traditional GC sys-tems, offering a 10-fold faster analy-sis speed. This instrument is a pro-grammed temperature GC and sam-ple acquisition is achieved using asyringe or valve inlets, leading to a
GC Solutions To Go
flash evaporator. Samplesare delivered to an adsor-bent trap for concentration.The concentrated samplesare then simultaneouslydelivered to dual capillarycolumns and dual flameionization detectors.
Gas phase hydrocarbonsamples containing meas-urement targets from highparts per million down tosub parts per billion can bemeasured. Liquid hydrocar-bons diluted in a volatileliquid solvent can be meas-ured in the same concentra-tion ranges. Configurationsof traps, columns, and ana-lytical methods can bemade for virtually any
hydrocarbon from ethane to C24. The column heater uses low ther-
mal mass conduction heater technol-ogy for very precise and fast temper-ature programming and cool down ofdual, high resolution separationcolumns. Also built into themicroFAST™ GC is a trap-basedinjection system used to concentratethen desorb the sample compoundsfor injection onto the narrow borecapillary columns. This concentrat-ing capability allows analysis ofmany types of samples.
A proprietary, liquid autosamplersystem is available for applicationsrequiring high throughput. It is sim-ple, self-contained, and connects tothe GC using a ready port on theanalyzer’s back panel. Injection sam-pling is easily accomplished using ahandy port at the front of the instru-ment.
The microFAST™ GC is usefulfor many applications ranging fromindustrial and environmental analy-sis, to chemical/explosive agentdetection, to research and educa-tional needs in science and engi-neering. This versatility translatesinto greater opportunities to applythis technology everywhere it isneeded. Samples include dilute andconcentrated, for volatile and semi-volatile compounds.
For more information on themicroFAST™ GC, go to www.microfastgc.com.
Pictured is themicroFAST GC auto sampler.
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lab diagnosis
Many laboratories own more individual pipettes and liquid delivery instruments thanany other type of calibrated equipment. Despite (or perhaps because of) this abundance,liquid delivery is one of the most overlooked processes in laboratories, with researchindicating that in some laboratories, up to 30 percent of pipettes are malfunctioning atany given moment.
Since pipettes produce crucial laboratory data, the implications of malfunctioningliquid delivery instrumentation are grave. One of the most critical aspects to ensuringpipette accuracy and precision is calibration frequency. This article will help you diag-nose your pipette population and determine a schedule that meets your laboratory’srequirements.
UNDERSTANDING PIPETTE FAILURESMechanical-action pipettes, unlike the original glass pipette, contain many internalparts. Some pipette failures are evident, either visually or by the feel of the pipetteaction. In these instances, the operator is aware that the pipette is not operating cor-rectly. However, when the internal mechanism of a pipette fails and it is not obvious tothe operator, a silent failure has occurred. For example, a corroded piston or leaking sealmight cause a pipette to deliver incorrectly—sometimes by a wide margin—and this
usually goes undetected by the operator.Figure 1 shows data obtained at a major biomed-
ical research institution. Fifty-three adjustable 2-20-yL pipettes, then in service, were tested at 5 yL.Each point on the chart represents a pipette checkedby a trained operator using ten data points.Although the pipettes were in routine daily use, anumber of them failed and were performing outsidethe laboratory’s established tolerances. In each case,the operators were unaware that silent failures hadoccurred and continued to use the pipettes in critical
research and manufacturing processes. Pipette failure is considered random when due to accidents, misuse, or other unpre-
dictable events. For example, an operator may accidentally draw liquid into the body ofthe pipette, causing piston corrosion or premature seal wear. Random failures cannot beprevented by infrequently scheduled maintenance.
As illustrated in Figure 2, random orunpredictable failures typically represent atleast 90% of all pipette failures. In contrast,predictable (hence preventable) failures arethose that arise from normal wear, whichare dependent on factors such as frequencyof use and time since last maintenance.Predictable failures represent 10% or less ofall pipette failures. >>
Determining Calibration Frequency for Pipettes
LabManager 41
George Rodrigues, Ph.D.
labmgr.com
RANDOM(90%)
FIGURE 2: PIPETTE FAILURES IN THE LABORATORY
PREDICTABLE (10%)
DETERMINING CALIBRATION FREQUENCYSeveral factors must be evaluated to determine a suitable calibration fre-quency for a laboratory’s pipette population. These include Mean TimeBefore Failure (MTBF), target reliability levels, quality control princi-ples, and regulations.
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MTBFThe average rate at which failures occurcan be expressed as MTBF. To determineMTBF, a group of pipettes is tracked todetermine how long it takes each pipetteto fail. A failure is defined as perform-ance that falls outside the laboratory’sestablished tolerances. The mean of allthe failure times is the MTBF for thatspecific group of pipettes. Once MTBF isdetermined, one can predict how long apipette can be expected to maintainaccuracy and precision. The MTBF forindividual pipettes can vary significantly,depending on a number of factors, asTable 1 indicates.
Target Reliability LevelAnother essential element in the deter-mination of calibration frequencyinvolves establishing a level of target reli-ability for liquid delivery, which is basedon the quality mandate of a given labora-tory. Reliability level is expressed as a per-centage: 95% reliability means that, atany given moment, 95% of the pipettesin a population are working correctly,while 5% are generating incorrect results.
Factors to consider when establishing atarget reliability level include assay preci-sion, potential impacts of failed pipetteson patient outcomes, legal defensibility ofresults, and production batch release deci-sions. Compliance with regulatory guide-lines may also be important.
Given the established target reliabilitylevel for a laboratory and the MTBF forthe pipette population, the graph inFigure 3 can be used to determine therequired calibration frequency.
Suppose that the required target relia-bility level is 95% and the MTBF is twoyears. To determine the appropriate cali-bration frequency, follow the line indicat-ing MTBF of two years on Figure 3 untilit meets the 95% level on the Y-axis. Thecorresponding point on the X-axis indi-cates the required calibration interval,which in this case, is approximately threemonths. Therefore, checking the pipettesat three-month intervals will provideassurance that pipette performance meetsthe established quality mandate.
QC PrinciplesMechanical action pipettes are precision laboratoryinstruments. For this reason, they should be subjectto the same quality control principles as other sensi-tive instruments, such as spectrophotometers andbalances. Just as is required for these instruments,calibration of pipettes should be performed on aregular basis to verify performance. The more fre-quently calibration is performed, the sooner mal-functioning pipettes will be detected and taken outof service. In addition, more frequent calibrationcan help eliminate the need to review laboratorydata to ensure that incorrect liquid delivery by afailed pipette has not compromised laboratoryresults. The longer a defective pipette remains inservice, the greater the liability it presents.
RegulationsIn order to build quality into laboratory results, theinstruments used in the process must be in goodcondition and properly calibrated. Regulations andstandards published by organizations such as theInternational Organization for Standardization(ISO), the U.S. Food and Drug Administration(FDA), and ASTM International provide mini-mum requirements that help ensure the quality oflaboratory results. These form the groundworkupon which a laboratory should establish the fre-quency of pipette calibration as part of good qualitycontrol practices. Regulations specify that all labo-ratory instruments used in production, includingpipettes, be regularly calibrated at an appropriate
labmgr.com
If I am running controls, why do I need to be
concerned about checking my pipettes?
Controls provide an important check on laboratory
results but cannot guarantee that all sample results are
correct. A failed control only indicates a problem at the
end of the testing process. Most laboratories, however,
realize that it is both less expensive and more reliable to
build quality into a laboratory result up-front, rather
than to discover problems later.
If I perform regular preventive maintenance on
my pipettes, do I need to worry about calibration?
Yes. Pipette failures can happen silently at any time
during your maintenance interval. Because failure can
occur immediately after accidents or misuse, preventive
maintenance cannot adequately protect against these
random sources of failure. Preventive maintenance
can only prevent predictable failures. However, ran-
dom failures are best detected by the laboratory’s
established pipette calibration protocols. Effective pro-
tocols combined with appropriate preventive mainte-
nance represent the best way to ensure pipette per-
formance.
I use the “tip drip test,” aspirating liquid into my
pipette tip and observing whether any liquid drips
out. Is this as sufficient a check as calibration? In a
high-volume pipette, the “tip drip test” will sometimes
indicate a seriously leaking seal. Unfortunately, with
low-volume pipettes, surface forces prevent liquid
from dripping out of the tip, even when seal leakage
is very severe. Even with high-volume pipettes, a tip
drip test may not uncover other problems, such as
intermittent leakage. These failures are best detect-
ed during calibration to determine precision and
accuracy.
FREQUENTLY ASKED PIPETTE QUESTIONS
LabManager 43
frequency. This frequency should be related to theamount and criticality of pipette use and the laboratory’sMTBF experience.
CALIBRATION TECHNOLOGIESSeveral calibration technologies are available to labora-tories. Frequent calibration is aided by choosing a tech-nology that is reliable and easy to use. Gravimetry is onecalibration technology option, measuring liquid weighton analytical balances. This method, however, canimpede frequent calibration because calculations canbe time consuming and tedious, especially with multi-channel instruments. Gravimetry also requires a con-trolled environment for proper function because it isimpacted by evaporation, static-electricity, and vibra-tion, especially when measuring small volumes.
Single-dye photometric calibration measures lightabsorbance by a dye solution at a given wavelength toverify liquid volume. This technology is less affected bythe environment and evaporation issues, giving pho-tometry a distinct advantage at lower volumes.
Ratiometric Photometry is another approach tocalibration. This patented technology relies on two
dyes for more accurate and precise volume measure-ment and is especially applicable to low volume meas-urement.
CONCLUSIONWhenever pipettes are used in laboratory operations,the corresponding laboratory results depend on accu-rate and precise liquid delivery. Since pipettes are sub-ject to silent and random failures and have a high rateof failure as compared to other laboratory equipment,the most important aspect of pipette quality control ismaintaining a calibration frequency that achieves suffi-ciently high reliability. Calibration frequency is a func-tion of the MTBF of the pipettes, the laboratory’sdesired reliability level and its established QC princi-ples. Also keep in mind the important regulatoryguidelines pertaining to your laboratory, and use theseas a foundation for establishing an appropriate calibra-tion frequency.
George Rodrigues, Ph.D., is Senior Scientific Managerat ARTEL. He can be contacted at (207) 854-0860 [email protected].
Puritan Medical Products Company LLCGuilford, Maine 04443-0149 USA
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SWABS HAVE GONE
LabManager44 labmgr.com
WORKPLACE OF TOMORROW?
career
From CareerJourna l .com.
The American work force will, if nothing else, be very, very gray in the years to come. Indeed, upwardsof one in four workers likely will be 55 or older come 2020. Trouble is, this represents a storm cloud onthe horizon that, at least at this point, does not have silver lining.
Indeed, recent reports from the Government Accountability Office (GAO), AARP, and PutnamInvestments all seem to suggest that much has to change before there's a happy ending to the story ofthe graying of the American work force.
Here’s what we know. Many Americans plan to keep working — either full time or part time—inretirement. Some will need to work, while others will choose to keep working. Some will need to workto support their lifestyle, to get health insurance and to finance a longer life expectancy, while otherswill work to pursue their life’s passions and avocations.
“It will be a question of money or meaning,” says Beth Segers, a managing director at PutnamInvestments, whose firm released research on the working retired last week. In other cases, Americanswill retire and then return to work. Some 7 million Americans have recently retired only to return tothe work force, says the Putnam study.
What else do we know about the work force of the future? Well, the proportion of the work forcerepresented by older workers is expected to increase in every occupational category, says the GAO’s justreleased “Older Workers: Labor Can Help Employers and Employees Plan Better for the Future” report.
As is the case today, the majority will be employed in white-collar and service occupations, says theGAO report. Specifically, those include professional, management, service, office and administrativesupport, and sales. Professional and related occupations, which include lawyers, teachers and scientists,in particular will employ the largest number of older workers.
Meanwhile, the GAO report says there will be fewer blue-collar jobs than while-collar jobs for olderworkers. Among blue-collar jobs, product and transportation, and material-moving occupations employthe most older workers.
And most of those older workers will live in a state of paranoia. Indeed, many older workers fear agediscrimination and declining technology skills as the top reasons for not leaving the work force today.(Of course, some of that fear may be based in reality. Employers view some older workers are resistant tonew technology and resistant to change, says the GAO quoting studies on the subject.)
What else do we know? Employers, many of which will face severe labor and skill shortages in theyears to come, may need to attract or retain older workers. Unfortunately, few employers have in placepolicies and procedures for older workers. What’s more, there’s a big gap between what employers willneed and what older workers want, says the GAO. The occupations that tend to employ the olderworkers are not physically demanding, but they do entail considerable stress.
And guess what? Older workers don’t want stress and they don’t want anything physically demand-ing. They also want to find meaning in their work. They want health-care benefits. They don’t want toget penalized by various rules and regulations for working. And they want what researchers describe as aphased or partial retirement.
In short they want it all. Sadly, most employers are not yet willing, able nor eager to give it “all” toolder workers.
Government has plenty of laws and regulations in place that discourage or prevent employers fromoffering jobs to older workers. For instance, workers can’t take an in-service distribution from theirdefined-benefit pension plan without retiring or reaching the normal retirement age. What’s more, the
Robert Powell
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NO
TEBOO
K
LabManager 47labmgr.com
50+ Set To Fill Jobs, If Changes Occur
government taxes Social Security benefits above certainincome levels.
And so the bottom line about the work force of thefuture, if older workers are to be a part of it, is this: “Theimpending retirements of millions of older workers posesignificant challenges for the economy, employers, andworkers,” says the GAO. “With the first baby boomersbecoming eligible for Social Security benefits in just threeyears, the time to prepare for these challenges is runningout.”
What must be done then? The GAO and the AARP’srecently released “Blueprint for the Future” say govern-ment, employers and workers all have key roles to play.The GAO suggests, for instance, that employers couldattract and retain older workers by responding to theirwork and lifestyle preferences.
“For instance, employers could give older workers morecontrol over their schedules by making greater use of flexi-ble work arrangements such as partial retirement, part-
time work, job-sharing, and telecommuting,” says theGAO.
What’s more, the GAO says employers could respondto older workers’ perceptions about job stress by adjustingtheir responsibilities such as by allowing former managersto switch to support or mentor roles.
And employers could help their older employees learnnew skills by investing more in training, and strengtheninternal policies to address concerns about age discrimina-tion. “These efforts may also help older workers feel morevalued by their employers,” says the GAO.
The GAO also says workers who are near traditionalretirement age but who need or want to continue workingwill need to position themselves to take advantage ofemployment opportunities.
“They could learn new skills through either on- or off-the-job training, and adapt to new technologies andchanges in the workplace,” the report says.
In addition, older workers could use available resources,such as those provided by advocacy organi-zations such as AARP, and communicatetheir needs and preferences to employers.And workers also need to take stock oftheir financial affairs long before retire-ment, especially the impact of reducedincome from earnings, and they may needto consider options such as partial orphased retirement.
The GAO also says government mustplay a role in helping employers andemployees create a work force of thefuture that includes older Americans. Forone, the GAO says the Labor Departmentshould work with other agencies toremove barriers and create opportunitiesfor older workers. And AARP says gov-ernment could provide incentives foremployers to hire older workers and forolder workers to continue working. Andgovernment must continue to enforcelaws against age discrimination in theworkplace.
Given all that is at stake, it would behard to argue against any of those sugges-tions and short-sighted to delay imple-ment any of them. As AARP says: “As anation, we cannot afford to waste thishuman capital.”
Reprinted by permission fromCareerJournal.com, © 2006 Dow Jones &Co. Inc. All rights reserved.
LabManager48 labmgr.com
t he in te r v iew
SO MANY HATS, ONLY TWO HANDS, AND SCOTT KERNS IS A BLUR.
He’s the man to see for managerial and supervisory decisions, editing and preparing grantsand articles, checking presentations, equipment repairs and troubleshooting, all thingsmicroscopy, regulatory and compliance issues, budget and resource allocations, with anoccasional aside for data analysis or method development on the research end.
Then there’s the interviewing, hiring, performance reviews, timekeeping, occasionallyfiring, and the situations which require Kerns to slip into more esoteric roles — instanceshe calls “diplomatic missions” or “providing therapy” or “priest-confessor.”
As manager of the Children’s Blood Foundation Laboratories at Cornell University’sWeill Medical College, and manager/supervisor of its Cellular Oncology Core Facility,Kerns rides herd on a handful of investigative faculty researchers, and 20-25 technical staff— interns, fellows and visiting scholars, post-docs, summer volunteers, grad students andtechnicians – who come and go.
“We have a broad group,” said Kerns, “an MD/PhD whose background is cancerresearch and pediatrics; a molecular biologist who focuses on genetic blood diseases; a PhDbiochemist who studies iron metabolism; another scientist who studies hemophilia…. Theyall collaborate in different ways, and are unified by this marriage of similarities in theprocesses of blood disease and cancer, and inhibiting the growth of blood vessels…it dove-tails very well, and we’re on the cutting edge. It’s just exploding.” Kerns is also excitedabout the favorable response to a recent publication about his lab’s collaborative researchon adult stem cells originating in bone marrow.
Collaboration is high on Kerns’ agenda. “There are some egos in science, dictatorialpeople not interested in input, even from their post-docs. I’ve found the best scientists willlisten to anybody.” Kerns’ team actually works out of four labs (a fifth performs patient dataanalysis), and all four have ongoing collaborations with at least one other, and have someshared space and some joint meetings.
“My philosophy from the beginning (Kerns was recruited to establish the labs, whichopened in July 2002) was to promote laboratories without borders ...space and cost-sharingpromotes idea sharing across academic boundaries and benefits everybody. This is one ofthe most satisfying aspects of my job. All energy spent defeating competition or isolation isenergy well spent.”
Kerns’ work ethos was honed by his lifetime spent in academic medicine, except for abrief R&D fling for a chemical firm. “That was all the taste I needed to convince me I didnot belong in that world,” he said. “It was oppressive and uncreative, 180 degrees oppositemy personality.”
“Like most people working in science, I started out thinking my ultimate goal was to bean independent researcher in academia,” said Kerns, 51, who graduated from theUniversity of Illinois and worked at Baylor College of Medicine in Houston beforeenrolling in Columbia’s grad school to study cellular and molecular biology.
Kerns says his managerial style is “pretty open; I probably permit more interruptionsthan someone in time management would recommend…but I have a good internal timer. Idon’t think by nature I’m a patient person, but I’ve figured out the best ways to communi-cate with different types.”
Along the way, he’s learned to step up to address some common shortcomings heencounters in the halls of academe, like technophobia. “There are many smart people in
F. Key Kidder
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Scott A. KernsManager, Children's Blood Foundation Laboratories Weill Medical College, Cornell University
LabManager 49labmgr.com
research with an aptitude for science but behind thecomputer curve of the average grade school student.Medical school doesn’t train you to do anything otherthan deal with patients and medical equipment.”
Others are literacy-challenged. “I have a bit of areputation for being a nag about grammar andspelling,” Kerns said. “Literacy in science seems tohave declined. Not knowing the proper writing eti-quette creates problems trying to establish collabora-tions.”
Kerns finds cuts in public funding worrisome.“Funding — and what you have to do to get it — is amajor problem for lots of universities, not just medschools. In New York, it seems evenly divided betweenthose trying to get money from grants or their realestate holdings, like Columbia and NYU. The situa-tion with grants is rather scary; the competition ishigher, and even after you’re received a grant, gettingit renewed is maybe even tougher.
“There’s pressure within some universities to mineresearch publications and see what’s patentable, whichbecomes very political…and if you go to private fund-ing, how do you avoid the influence of wanting to getthe kind of results that support the commercial inter-ests of those companies?”
Molecular biology, says Kerns, “is so expensivetoday, and liability and malpractice concerns make itharder to conduct research.”
Balancing the wants and needs of his staff againstthe shifting political terrain of academe leaves Kernslittle work time to pursue microscopy, his forte. He issecretary of the New York Society for ExperimentalMicroscopy, “which promotes both the science and artof our elegant specialty.” Kerns, who is “scrupulous”about “truthful” images, decries those “making beauti-ful images that don’t represent reality.”
He looks forward to the day he can fill the vacan-cies created by the departures of a secretary and divi-sion administrator and free up a few hours. “Ideally, Iwould be spending a great deal more time expandingmy core facility and further developing our microscopyand image-processing capabilities.”
Francis Key Kidder started out as a journalist beforemoving on to politics and government relations, where hestill keeps his hand in writing. He may be reached at 410-828-6529; [email protected].
LabManager50 labmgr.com
human fac to r s
Interviewing is when two parties, potentialemployer and applicant, are buying and selling atonce. It presents you as a manager with a uniqueopportunity to market your laboratory, whichitself helps select the right person for the job.
Adding urgency to this need is the emergenceof a seller’s market in the sciences. For example,there is a shortage of medical laboratory workers.The Bureau of Labor Statistics estimates that13,800 laboratory workers are needed annually tofill vacancies through 2012, but there are only4,000 new graduates each year to fill them.1Broader trends analyzed by the National ScienceBoard show that the number of jobsrequiring science and engineeringdegrees will outstrip U.S. and immi-grant workers if uncorrected.2
But the market shouldn’t changeinterview dynamics. You always need tomake your best pitch to attract the bestcandidate from a pool of workers, dwin-dling or brimming. A shortage sharpensthis need.
Your goal is to hire the best person.During a shortage, applicants may havemore options but they will always makeconclusions about your laboratory basedon a first impression. Employers canoffer sign-on bonuses, moving assis-tance, or help pay student loans, butyou control the first impression.
What does an interview tell an applicant? A dis-organized, unprofessional interview gives a negativeimpression (Table 1). Worse, it keeps you fromlearning what you need to know to make the rightdecision. Realizing this helps you create a positiveexperience that makes your laboratory stand outfrom the competition (Table 2).
Where do you begin? Your Human Resourcesdepartment may already have an interview templatethat includes legal advice, a standard list of ques-tions, and a packet of information given to all jobapplicants. A person from that department may sitin on each interview, or you may request a mentor.
It’s important to review your organization’s hir-ing practices with your Human Resources depart-ment. After the hiring process is complete, you maybe required to defend your decision. To be safe, youshould understand what you can and can’t ask anapplicant.
First, are some questions illegal? State laws vary,but there are questions to avoid asking. Interviewquestions should focus on “What do I need to knowto decide if this person is qualified to perform thejob?” A question that might cause a potentialemployer to discriminate based on factors unrelatedto job performance is considered illegal. Federal law
prohibits discrimination on the bases of race, color,national origin, religion, sex, age, or disability.3 Afew examples of illegal and legal questions are inTable 3.
Open-ended questions that encourage an appli-cant to talk about work history are very useful. Anextension of this is behavior-based interviewing,premised on past behavior predicting futurebehavior. Asking “Where do you see yourself infive years?” is not related to how well a person willdo a job. A behavior-based question might be,“Give an example of how you have solved aninstrument problem.” Other examples are in
buying, selling,andinterviewing
Scott Warner
LabManagerlabmgr.com 53
TABLE 1. NEGATIVE IMPRESSIONS OF THE INTERVIEWTHE MANAGER DOES THIS: THE APPLICANT PERCEIVES THIS:Interview is unstructured Laboratory is chaoticDoes all the talking Doesn't listen to workersAsks yes or no questions Doesn't want to hear inputAsks inappropriate questions Manager is not professional
TABLE 2. POSITIVE IMPRESSIONS OF THE INTERVIEWTHE MANAGER DOES THIS: THE APPLICANT PERCEIVES THIS:Interview is structured Laboratory is organizedLets the applicant talk Listens to workersAsks open-ended questions Likes to hear inputAsks appropriate questions Manager is professional
>>
Table 4. Consider asking the same core questions for simi-
lar positions. This will make it easier to compareapplicants after interviewing is over before makingyour decision. Working from a prepared list of ques-
tions also will help create an impression of organiza-tion and purpose.
Applicants may be nervous, apologetic, forgetful,or appear flustered when answering questions.Depending on the last time they interviewed, thismay be understandable. Re-phrasing a question mayelicit a clear response. Your goal is to find the bestperson for the job, and putting an applicant at easewill help you find out what you need to know.
If your HR department isn’t prepared to offer astructure, design one that maximizes your time toexchange the most amount of relevant information.What structure you choose is a matter of style andpreference, but there are common elements:
• Describe the interview process, includinghow long it will take. A transparent process is notsecretive and helps put both parties at ease. Besure your time to interview is accurate.
• Describe the work environment and job.Language should be generic, i.e., “The jobincludes working all shifts” and not “You will worknights.”
• Ask open-ended questions that encourage theapplicant to talk about his or her work history.Example: “What do you like about your currentjob?”
• Ask “behavior-based” questions to learnspecifically how well an applicant has performedin the past. Example: “Tell me about a time whenyou missed an obvious solution to a problem.”
• Ask a hypothetical question that encouragesthe applicant to discuss how he or she wouldrespond. Example: “You’ve just started crossmatch-ing blood on a patient when the main chemistryanalyzer breaks down. The ER calls for STATblood to be drawn, and the OR calls for the bloodyou’re crossmatching. Describe your priorities.”
• Avoid illegal question follow-ups. Example: ifan applicant volunteers that she is married, don’t ask,“Do you have any children?”
• Allow the applicant time to answer questions,
labmgr.com
TABLE 3. SOME EXAMPLES OF ILLEGAL AND LEGAL INTERVIEWQUESTIONS
ILLEGAL LEGALWhere were you born? Are you authorized to work in
the United States?
How old are you? Are you over the age of 18?
Do you have any disabilities? Are you able to perform theessential duties of this job as described?
How tall are you? If minimum physical standardsWhat is your weight? to perform the job are estab-
lished, it is appropriate to ask if the applicant can perform a specific task, i.e., lift a certainweight.
TABLE 4. SOME EXAMPLES OF BEHAVIOR-BASED QUESTIONS
GIVE AN EXAMPLE OF WHEN YOU…Worked effectively under pressure.Handled a difficult situation with a coworker.Missed an obvious solution to a problem.Had to make an important decision with limited facts.Had to deal with an irate customer.
LabManager54
labmgr.com
re-phrasing them if needed.• Review the applicant’s resume, focusing on work
history, training, and elements related to their ability toperform the job. Keep in mind that a resume is a market-ing tool the applicant uses.
• Allow the applicant time to ask questions aboutbenefits, area schools, childcare, etc.
• Tour the laboratory, using generic language, i.e.,“This is our chemistry analyzer” and not “You would beusing this analyzer.”
• Maintain eye contact and listen. If you writeanything, do so in full view of the applicant. Avoidwriting anything unrelated to job performance.
• End the interview on a positive note, thankingthe applicant and giving an expected time when youwill make your decision. Example: “I’ve enjoyed meet-ing you. Thank you for coming in to interview. I’ll con-tact you next Wednesday with my decision.”
How will the above market your laboratory? A struc-tured, open interview process that encourages anapplicant to talk about specific examples of workperformance sends the message that you’re focusedon results. It tells the person that you value notonly your own but their time. It says a lot abouthow you manage people (i.e., you listen to opin-ions) and what kind of work environment you cre-ate.
You may be faced with the problem of inter-viewing a personal acquaintance. Your job perform-ance is unrelated to your personal life, and theinterview should be conducted safely according toguidelines established for other applicants.Explaining this before the interview will avoid anyconfusion.
How you conduct an interview reveals muchabout your laboratory. In a sense, it is a thumbnailsketch of your management style. You want theapplicant to have a sense that your laboratory istheir best and not only choice. Your interviewopens a window into your organization, and theglimpse through that window can be foggy, mud-dled, or revealing. What the applicant sees canmake all the difference.
REFERENCES1. Rosenberger, D. Shimkus talks about shortage of
medical laboratory workers. Salem Times-Commoner. Jun 3, 2005. Available from:http://www.salem-
tc.com/news/2005/0603/Front_Page/001.html.Accessed Feb 18, 2006.
2. National Science Board. An Emerging and CriticalProblem of the Science and Engineering Labor Force.Jan 2004: NSB 04-07. Available from:http://www.nsf.gov/statistics/nsb0407. Accessed Feb18, 2006.
3. The U.S. Equal Employment Opportunity Commissionsite. Federal Laws Prohibiting Job DiscriminationQuestions and Answers. Available from:http://www.eeoc.gov/facts/qanda.html. AccessedFeb 18, 2006.
Scott Warner is director of laboratory services, PenobscotValley Hospital, Lincoln ME.
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A2LA . . . . . . . . . . . . . . . . . . . . . . . . . .51Assn. for Laboratory Automation . . . . . . .52
Baker Company, The . . . . . . . . . . . . . . .57
Barnstead International . . . . . . . . . . . . . .22
BH, Inc. . . . . . . . . . . . . . . . . . . . . . . . . .13
Brady Corporation . . . . . . . . . . . . . . . . .17
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Dionex Corporation . . . . . . . . . . .28-29, 31
Executec Search Agency . . . . . . . . . . . . .46
Fine Science Tools, Inc. . . . . . . . . . . . . . .56
Fisher Scientific . . . . . . . . . . . . . . . . . . .45
FRANEK Technologies, Inc. . . . . . . . . . . .16
HPLC 2006 . . . . . . . . . . . . . . . . . . . . . .39
Kodak Molecular Imaging System . . . . . .58
Laboratory Automation Solutions . . . . . . .16
Looped Logic . . . . . . . . . . . . . . . . . . . . .25
Matrix Technologies . . . . . . . . . . . . . . . .50
Mecour Temperature Control . . . . . . . . . .55
Meinhard Glass Products . . . . . . . . . . . .48
Miele Professional . . . . . . . . . . . . . . . . . .1
Nuaire . . . . . . . . . . . . . . . . . . . . . . . . .14
Olympus . . . . . . . . . . . . . . . . . . . . . . . . .3
Perkin Elmer LAS . . . . . . . . . . . . . . . . . . .5
Puritan Medical Products . . . . . . . . . . . .44
Rees Scientific Corp. . . . . . . . . . . . . . . . .40
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Scientific Industries . . . . . . . . . . . . . . . . .54
Starlims . . . . . . . . . . . . . .Inside Front Cover
Thermo Electron Corporation . . . . . . . . . .27
Thompson ResearchSoft . . . . . . . . . . . . . .7
US Filter, A Siemens Company . . . . . . . .42
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COMPANY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .PAGE
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©2006 The Baker Company
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