Transcript www.ukim.edu.mk

Workshop on the Third Cycle studies / Doctorate
31 March 2009, Skopje
Bringing university and companies together
at the doctorate level
Case Study 2
University Pierre and Marie Curie, Paris
Dr. Paule Biaudet
The French contexte of higher education
An historical dual system
• Universities, mass education, low funding
• “Grandes écoles”, elite education, high funding
Consequences
• Rather bad perception of university students by companies
• Recruitement for high positions difficult in companies
• Only 13% of PhD among researchers in private
• Loss of interest for scientific studies
Challenges
• Bring universities and companies closer
• Develop mutual respect and sustainable relationships
• Raise the number of doctors in companies
• Create more innovation driven companies
• Communicate towards young people to rebuild motivation
Overview
Framework and structures
•
•
•
•
•
University Pierre and Marie Curie
Implementation of Bologna Process
Doctoral schools’ reform in France
The doctoral policy at UPMC
The dedicated structures
Activities at the doctoral level
• New world, new challenges and needs
• The work hypothesis : a mutual benefit
• Improving employability of the Early Stage Researchers
• Involving companies at different levels
University Pierre and Marie Curie (1)
One of the two biggest in France
30000 Students
3500 Doctoral students
700 Doctorate / year
Permanent Staff
• Academic
- UPMC :
1950
- Research institutions : 1600
• Technical and administrative
- UPMC :
2650
- Research institutions : 1400
Research expenditure 220 M Euros
5000 publications / year
Implementation of the Bologna Process
Before 2000
Doctorat 4 …
Doctorat 3
Doctorat 2
Doctorat 1
DESS
Doctorate 4
3rd Cycle
Doctorate 3
Doctorate 2
Doctorate 1
DEA
Master 2
Maîtrise
2nd Cycle
Master 1
Licence
DEUG 2
DEUG 1
1st Cycle
Bachelor 3
Bachelor 2
Bachelor 1
Doctoral
School
After 2004
The French concept of Doctoral School
• A gathering of assessed research teams on a
site and/or disciplinary basis  critical mass
• DS assessment by the Ministry every4 years
• Managed by a scientific and pedagogical board
with students and company representatives
• Responsible for
- recruitment procedures transparency
- supervision and follow up quality
• Must provide scientific and generic training in
order to improve doctors employability
• Must track doctors at least 5 years after
graduation
UPMC Doctoral Training policy
• In accordance with the new European vision of the
doctorate and the French context and law
• Meeting national and international stakes & challenges
 Contribute to reorganise the research landscape of
the Paris Ile-de-France Region for a greater visibility
 As research university, aims to provide excellent
research training
- based on critical mass and
- assessed by national and international structures
BUT ALSO
 Aims to fulfill the specific needs of the French
doctors labour market by
- improving doctorate holders employability
- fostering supervision best practices
- developping relationships with companies
The Institute of Doctoral Training
To impulse coordinated change in the 20 DS, foster
diffusion of good practices, and fullfill all actors
expectations
 Creation of an innovative and dedicated structure
• Organisational level of a faculty
• All DS administrativeley and financially linked to IDT
• One unique data base
• Global budget and training offer shared between DS
• A director and a committee
• 4 colleges representing all actors : DS directors,
• supervisors, doctoral candidates, administrative staff)
 Support to the creation of two associations
• UPMC DS Doctoral students association (Doc’Up)
• UPMC DS Doctors association
The Institute of Doctoral Training
Missions
• Coordinating and pooling DS activities
• Managing HR, facilities and budget
• Developping and providing relevant tools and means
• Producing relevant indicators
• Developping communication media
BUT ALSO
• Promoting doctoral training in France
• Raising all actors’ awareness about this issue
• Contributing to European and international reflexion
Bringing Universities and companies together
Two complementary ways :
Improving doctoral candidates
employability
+
Involving companies
at the doctoral level
Philosophy, actions and results
New world, new challenges & needs
• globalisation and internalisation : evolution
of economic and labour market
• new economical and societal challenges
• trades évolution ; companies organisational
evolution
• new relationship employers - employee
• new expectations towards education and
skills
• increasing professional mobility
For highly qualified, research trained professional
- What kind of new roles, responsabilities ?
- What kind of new careers and competences ?
The work hypothesis : a mutual benefit
Our action basis : two hypotheses, one main aim
•
People trained through research should be the best
candidates to explain, promote and support doctoral
education, research, and innovation process
•
Doctorate holders’ recruitment for positions related to
- their high level of qualification and competences
- their deep motivations and expectations
should lead to individual and collective success and benefit
 Improve wider dissemination of doctorate holders
in the whole socio-economic world : all types of
organisations, trades and professions
PhD holders employability issue
Nature of the labour market itself
 Develop more innovative businesses
Candidates knowledge and access to the labour market
 Improve information circulation and networking
Mutual representations
 Develop relationships, confront prejudices to
reality
New skills/competences requirements
 Assess current and future needs by ambitious
prospective studies
Lack of clear, sustainable project
 Anticipate, be creative, innovative
Recruitment habits and culture
 Respect values and culture but dare the changes
PhD holders employability issue
The job market is complex : in fact three types of market
The visible market : positions which are designed
by employers and published in the press, on job
boards, or on businesses/bodies web sites
The hidden market : positions which are designed
by employers BUT NOT published. They are only
disseminated through networks and cooptation plays
a key role.
The potential market : positions which don’t exist in
employers mind a priori but which could be
transformed into a concrete offer when candidate’s
proposal meet exactly employers needs.
New labour market for doctorate holders
• Already much more diverse than usually expected or imagined
•
Has to be improved/developed in the new context of the
knowlege-innovation driven economy
Logical and rather
well known
- teaching staff in universities
- researchers in HE & research
institutes
- researchers in businesses R&D
Rather logical but not
well, or not enough
known
- positions linked to the development of
the knowledge economy and society
Not logical and not - positions customized by individuals to fit
well known
their specific motivations and skills
To hold these new positions, awareness, curiosity
and anticipation required !
Anticipation and awareness: keys of success
To convince recruiters, diploma and science are not
sufficient.
The candidate must show AND prove :
- competences expected for the position
- a real motivation
- a potential of evolution
Which suppose
- prior and deep knowledge of one’self, positions
content, companies, and related trades
- developpement of expected competences for
the target position and professional networks
 During the doctorate course, ESR should anticipate
and prepare their post-doctorate career evolution
The house of doctoral schools
Training
• a wide offer
• transferable skills
• career development
Documentation
• business reports
• press review
• surveys
• books & journals
Events
• meetings with
companies
• Round tables on
profession with
testimonials
Individual career
conseling
• training as a
prerequisite
• personalized, focused,
task oriented
Communication and promotion
Training offer structuration
 Seminar
 Workshops
- Big groups
- Small groups
- Develop interest for the topic
- Deepen knowledge
- Evaluate motivation for deepening
- Develop skills
- A prerequisite
- Open individual counseling
Vocational training topics
• Doctoral candidates
- Initiation to management
- Communication
- Development of the vocational project
- Job seeking tools
- Doctoriales®
- Intellectual property
- Knowledge / information management
- Teaching and pedagogy
- Security and health for students…
• Supervisors
- knowledge of doctorates job market
- related management of the doctoral project
- Intellectual property
- European projects application and management…
Involving companies (1): usual schemes
• Board or committee members
• Special guests for specific ceremonies
• Updated information providers
• Trainers / consultants
• Research partners
• ESR employers
At UPMC all these schemes are used…
Involving companies usual schemes
Updated information providers
• Updating of the documentation center funds
• Presenting themself : opportunities, careers
Eg : BCG, Sanofi, Areva, L’Oréal, …
• Fostering testimonials and doctors networking
Trainers or consultants
• For doctoral candidates training related to
management, communication, career
development, innovation …
• For supervisors personal development
DRITT and
The Industrial Relations and Technological
Transfer Office (DRITT)
• Establishing and managing cooperative
research projects
• Developing European contractual policy
• Managing intellectual property
• Promoting and valorizing research results
The incubator (Agoranov)
• Providing facilities and
expertise
• Counceling and follow up
of the projects leaders
Doctoral project funding
Two different status, 4 main schemes
Public sector employee
• Doctoral candidate hired by a public institution and paid
on the laboratory’s research contracts funded by
companies
• Doctoral candidate hired by a public institution, paid by
the public institution but supported by companies and
regions
Private sector employee
• Doctoral candidate hired by the companie and paid on
companie’s own funds
• Doctoral candidate hired by a company and paid by the
company but supported by the Ministry of Research
(CIFRE)
Career Development training path
 Labour market exploration
- Information sources ; trades, businesses and jobs discovery
- Understanding of recruitement stakes and procedures
- Job opening deciphering
- Professional network development
 Vocational project drawing out
- Values, likes and motivations identification
- Accordingly, trade, entreprise and job definition and choice
- Career evolution potential
 Skills analysis and development
- personal and professional experiences and related skills
- target job’s expected skills
- skills development plan
only after that, cv/letters writing improvement and interview preparation
Some exemples of success stories …
Lucasl, developmental biologist
Finance
Funding consultant
Catherine, physiologsit
Biotechnology
Project manager
Louis, physicist
IP cabinet
Patent atorney
Frederic, environemental chemist
Territorial community
Departement manager
Michael, biophysicist
IT, knowledge management
Consultant
Tania, analytical chemist
Environment
Project manager
Melina, cellular biologist
Public health association
Communication
Yacine, apllied mathematics
Bank
Analyst
Gwenaelle, physiologist
Research Institution
European Project manager
Thanks for your attention
[email protected]
University Pierre and Marie Curie (2)
A Research University in Hard Sciences and Medicine
Mathematics
Computer sciences
Process engineering
High technologies
Mecanics, Acoustics, Electronics
Physics
Physical and analytical chemistry
Molecular chemistry
Advanced materials
Medicine
Astronomy and astrophysics
Environment
Biodiversity and ecology
Geosiences et natural sciences
Neurosciences
Diversity of life
Interfaces with biology
Biochem. & Mol. Biology
Physiol. & Physiopathology
Public Health
Research contracts 1/2
•
300 agreements signed in 2007 (Governements, EU, charities and
companies)
•
2007 turnover: ca. 30 M€ (EU and companies)
– Europe (FP, Eureka, Structural Funds)
– Contracts involving companies
– Other (public and charitiess)
Research collaboration with companies (2007) :
•
25 %
35 %
40 %
5%
31%
Grants
Research agreem ents
MTA
64%