Career Development

Career Outcomes study finds that while 91�Թ� continues to be Canada’s leading generator of academic talent, an increasing number of PhD graduates are finding success in the private sector

PhD graduates are experiencing growing demand for their knowledge and skills across multiple sectors – further evidence that strategic investments in advanced talent support Canada’s global competitiveness.

A new Career Outcomes study, led by the 91�Թ�’s School of Graduate Studies, finds that while 91�Թ� continues to be Canada’s leading generator of academic talent, an increasing number of PhD graduates are also finding success in the private sector.

Employers now recognize that universities are both generating new discoveries and training the industry leaders they need, says Joshua Barker, vice-provost, graduate research and education and dean of the School of Graduate Studies.

“What we’re seeing is that 91�Թ� is playing a role in bringing advanced researchers, with their specialized knowledge and skills, into the workforce,” says Barker, who recently joined academic, industry, government and other leaders to discuss the study at an event hosted by the Munk School of Global Affairs & Public Policy and 91�Թ�’s Government Relations Office – part of the New Frontiers for Policymakers policy discussion series.

“The more pathways there are to move back and forth between university, industry and non-profit, the better it is for a robust, resilient and competitive economy.”

The Career Outcomes study shows that professional paths for 91�Թ�’s PhD graduates are expanding, based on a survey of publicly available data on roughly 16,000 alumni over the past two decades.

While the post-secondary sector remains the primary employer for PhD graduates, the study shows a nearly 10-per-cent rise in private sector employment for PhD grads when comparing the 2000-2015 and 2016-2021 cohorts – from 19 per cent to 27 per cent.

The top industries hiring PhD graduates include life sciences, engineering, trades and transportation and health and information technology.

PhD graduates in the physical sciences, meanwhile, were the most likely to find employment in the private sector, amounting to nearly 43 per cent of all alumni as of 2022. Major employers included Google, Intel and Royal Bank of Canada.

At present, only about one per cent of Canadians have a PhD degree. But this number may rise following the federal government’s recent commitment to invest $825 million over the next five years to increase the value and number of scholarships for master’s students, PhD students and post-doctoral fellows.

“The recent investment that the federal government made has a huge impact for us, and I think it will help accelerate some of the trends that we’re seeing,” says Barker, adding that sustained support is necessary to develop the pipeline of advanced research talent to fuel Canada’s innovation ecosystem.

From left to right: Darius Ornston, associate professor at the Munk School of Global Affairs & Public Policy and interim director of research; Ann Meyer, director, bioInnovation Scientist Program at adMare Academy, adMare BioInnovations; Rafal Janik, COO, Xanadu, Joshua Barker, dean of the School of Graduate Studies and vice-provost, graduate research and education (photo by Simona Chiose)

That includes startups such as Toronto-based Xanadu, founded by former 91�Թ� post-doc Christian Weedbrook, which is working to build the world’s first photonic-based, fault-tolerant quantum computer.

“We still have a long way to go from a research perspective,” says Rafal Janik, Xanadu’s chief operating officer, who attended the New Frontiers event and talked about why the company recruits PhD graduates. “I think our entire team has post-graduate degrees. I think everybody has some connection to 91�Թ� from that space as well.”

The study also finds a notable uptick in private sector employment among PhD graduates in the life sciences, with nine per cent more graduates from 2016-2021 in industry jobs compared to the previous cohort.

The non-profit adMare BioInnovations is playing a role in moving PhD graduates’ research out of the lab so it can be turned into new treatments and therapies.

"The adMare Academy offers programming that enables PhD graduates and others to see the commercial potential in their research and to understand what it takes to translate that research into commercially viable therapeutics,” says Ann Meyer, director of adMare’s BioInnovation Scientist Program.

It’s not only STEM fields where PhD grads are finding private sector employment.

The study shows that nine per cent of humanities graduates worked in the private sector in 2022, with many in this group exploring fields outside academia including media and publishing (15 per cent), arts and culture (35 per cent), education (10 per cent) and banking and finance (seven per cent).

At the same time, the post-secondary employment pattern for social sciences graduates remains steady. More than half are in tenure-track roles at Canadian universities, and a fifth are in teaching-focused positions at universities and colleges.

Overall, 47 per cent of all PhD graduates over the study period were employed in the post-secondary sector.

With about 1,000 PhD graduates a year, 91�Թ� trains one in seven of Canada’s doctorate holders and plays a pivotal role in advancing the exchange of ideas that drives Canada’s prosperity and progress.

“91�Թ� is continually replenishing and rejuvenating the workforce across higher education,” Barker says. “These institutions, in turn, train the next generation of undergrad and graduate students who will go out and work across the economy.”

91�Թ� expert shares tips and best practices for job hunting, virtual networking

Christopher.Sorensen — Mon, 14 Dec 2020 17:05:50 +0000

91�Թ� expert shares tips and best practices for job hunting, virtual networking

Christopher.Sorensen Mon, 12/14/2020 - 12:05

Cutline

(photo by fizkes via Getty Images)

Topic

Leslie Dan Faculty of Pharmacy

For many, networking is an uncomfortable experience at the best of times. But what happens when you are stuck at home behind a computer?

While the prospect of finding a job during a pandemic is daunting, there are steps 91�Թ� students and graduates can take to stand out from the virtual crowd – particularly if you happen to be in a health-related field.

“There’s never been more attention paid to health care or the importance of scientific discovery,” says Monica Gautam, assistant professor, teaching stream, and industrial pharmacy residency program co-ordinator at the Leslie Dan Faculty of Pharmacy.

“I encourage everyone to think about leveraging this visibility when embarking on their career.”

Gautam, who is also managing director at COMPASS Medical Affairs Consulting and Medical Affairs Canada, is considered by many to be the Faculty of Pharmacy’s “personal branding guru.” She recently agreed to share her insights and career advice with pharmacy and pharmaceutical sciences graduates – though her tips on virtual networking and job interviews are applicable to any 91�Թ� student or grad who is seeking to launch a career during COVID-19.

How do you approach networking in a virtual setting?

First off, I would say that networking events are still happening, albeit virtually, so I’d strongly encourage students and graduates to seek out opportunities and attend. Networking isn’t less awkward online. We still need to do the work: prepare, show up, meet new people and reconnect with established contacts electronically.

There are also some practical things that students can do. I’d encourage folks to dress professionally, ensure the lighting is good, position their webcam strategically (it’s better to be looking up than down). Manage your expectations – it’s better to engage meaningfully with two or three people than simply exchanging contact information with 10 people. And always follow up or connect on LinkedIn in a timely fashion after the event.

We can also leverage virtual communications tools to maximize the experience. For example, briefly share your screen if you need to walk through slides to support your discussion. Ultimately, however, you want to maximize your screen space to make the most out of personal engagement. I strongly urge you to test features in advance before giving a presentation. And don’t forget to smile – you want to stand out for right reasons.

Do you have a go-to question that you ask people in networking settings that gets people talking?

I don’t necessarily have one specific question, but people love to talk about their experiences and insights. Something students or recent graduates could ask is: “You’re so accomplished in your career, what advice do you have for someone starting out?”

I also suggest looking for people who are master networkers — those who seem to work the room with ease — and ask to join them.

What’s your approach to networking?

I try to set metrics for myself every month. I set goals for how many people I want to reconnect with and how many new people I want to meet.

I also prepare for each networking event. If it’s a speaker panel followed by networking, I research each panelist. If it’s a sponsored event, I’ll make sure I’m knowledgeable about the organization.

What advice would you give individuals looking for a job right now?

While it is a challenging time to be pursuing a job, remain positive. It’s a full-time job to find a job. Discipline, perseverance and initiative are critical. Employers are not knocking on your door and it’s not uncommon for it to take more than six months to find a job.

I encourage people to be open to – and make the most of – contract roles like maternity leaves, which are excellent opportunities to gain experience. Plus, if you land a contract position, it’s easier to find a job when you’re employed. For students and recent graduates, your first job is likely not going to be your dream job or your last job.

In this uncertain environment, companies are likely to use short-term contracts to fill gaps or allocate resources in creative ways. Applicants must be equally open and creative in their job-seeking approach.

A final word of advice is to be wise in your choice of references. It’s critical to select individuals who can truly speak to your work and character, which may or may not include professors. If you ask one of your professors and they decline, don’t take it personally. They likely feel unable to speak to all of your qualities. Also, never put a reference down without their knowledge.

Have you interviewed any job candidates virtually? Can you share some techniques that impressed you? Any that turned you off?

I’ve conducted about 30 interviews virtually and there are some things that stand out. I’m impressed by candidates that are respectful of time, prepared, pleasant and, when applicable, can deliver an expertly prepared presentation.

I appreciate those who tell a story rather than reading slides and seamlessly navigate technology. I also like when candidates effectively engage their audience by stopping their screen share during the discussion and don’t worry about finding the right slide to answer questions. These people exude a sense of calm and find ways to share their enthusiasm and personality when connecting with the interview panel.

Memorable candidates take the time to do something different such as administering quizzes, using polling features, asking insightful questions or sharing a unique experience.

Since the competition for top talent is high, employers are realizing they must be more efficient with hiring practices. So, I think students and graduates can expect more phone pre-screening interviews followed by a panel-style interview with three to four panelists.

There are also things that stand out for the wrong reasons. It’s always difficult when candidates don’t know how to use the technology. I’m forgiving – if it’s a genuine glitch, don’t sweat it – but test the technology ahead of time. Make sure you have the appropriate volume, find a quiet space and dress professionally. And make sure you are well prepared – it shows.

How are you building relationships during a time of limited face-to-face contact?

I try to be consistent about booking regular virtual coffee meetings, even if it’s just 15 minutes long. And it doesn’t always have to be about business. Ask how people in your network are adapting to the new normal and just check in. Most people are stuck in meeting after meeting and are craving social connection.

I like when people in my network let me know that they’ve moved on to another role, or when they published an important paper – these are great opportunities to quickly touch base and acknowledge their accomplishments. It’s a balance to delicately check in without being intrusive, but you must not reach out only when you need something.

I recommend using platforms like LinkedIn to your advantage. It’s a great way to connect during a time of limited face-to-face contact – plus it allows you to showcase successes while recognizing the people that helped you get there. It’s okay to toot your own horn.

Finally, when building your network, which starts with your peers, think about who else you need to help you achieve your goals – for example, someone in a different sector or new area of work that you want to pursue. I encourage reaching out to people outside of your circle by asking for an introduction or informational interview with decision-makers.

The pandemic brings tremendous uncertainty, but are there any upsides?

Never has there been more attention on health care or the importance of scientific discovery. Everyone sees clinicians and researchers making an impact on the news. Both pharmacists and pharmaceutical scientists are in the public eye now more than ever. It’s a great opportunity to leverage this visibility.

Health-care professionals are recognizing the value that pharmacists have in a community setting. When a COVID-19 vaccine is made available, pharmacists will be instrumental in vaccination education, distribution and administration.

It’s also a time when drug discovery and disease diagnostics are part of the public discourse. I urge pharmaceutical scientists to talk about their research impact to potential employers and not to underestimate the value of their personal story.

Finally, I would say that it’s easy to lead when times are easy. Challenging periods test our resilience and separate the true leaders from others. Now is the time to build critical skills, hone your personal brand and differentiate yourself from the pack.

Speaking at career event, 91�Թ� alumna Ausma Malik emphasizes the need to 'show up' for your community

Christopher.Sorensen — Fri, 24 Jan 2020 16:39:31 +0000

Speaking at career event, 91�Թ� alumna Ausma Malik emphasizes the need to 'show up' for your community

Christopher.Sorensen Fri, 01/24/2020 - 11:39

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Ausma Malik, an alumna of St. Michael's College, speaks to students, recent grads and alumni at the recent 2020 Next Steps Conference at 91�Թ�'s Bahen Centre for Information Technology (photo by Jackie Shapiro)

Topic

Division of University Advancement

Faculty of Arts & Science

Graduate Students

St. Michael's College

Undergraduate Students

What advice did the first hijab-wearing Muslim woman to be elected to public office in Canada offer to students, recent grads and alumni?

Show up.

“It may seem painfully simple, but in a complicated world, maybe that's what we need more of,” said Ausma Malik, the keynote speaker at the 91�Թ�’s recent 2020 Next Steps Conference at the Bahen Centre for Information Technology.

Created through a partnership with the Faculty of Arts & Science, Career Exploration & Education and the Division of University Advancement, the annual full-day event brought together more than 350 students, recent graduates and alumni for panels and networking sessions that focused on career exploration and life after graduation.

“Most lessons worth knowing are hard-earned from experience,” said Malik who, as a member of St. Michael’s College, graduated from 91�Թ� with an honours bachelor of arts degree in 2013, majoring in international studies with a double-minor in history and political science. “And when it comes to life decisions, lived experiences are usually the greatest teachers.”

Malik’s show-up philosophy led her to be elected Toronto District School Board Trustee in 2014 – not to mention a community builder, campaign organizer, social justice champion and the director of social engagement at the Atkinson Foundation, a charity committed to promoting social and economic justice for Ontarians.

She remembered showing up at her first meeting of the Association of Political Science Students. “At the end of it, they were having elections and all the positions had been spoken for except one – I put up my hand and said, ‘I'll do it.’ Making that little choice changed a lot of things.”

That sparked her to become involved with several student organizations and campus activities designed to bring about positive change.

“We agitated, we educated, we organized,” Malik said. “Nothing was off the table: gender justice, racial justice, environmental justice, barrier-free education, human rights. And in those battles, sometimes we won. Sometimes we didn't. But it was about showing up for each other in that moment and for those in the future.”

The annual full-day event brought together more than 350 students, recent graduates and alumni for panels and networking sessions that focused on career exploration and life after graduation (photo by Jackie Shapiro)

Malik explained that she never followed a set course, but instead followed her passions and convictions and stressed that it’s OK to not know exactly where you’re going. She also encouraged the audience not to shy away from adversity or potential skirmishes.

“If that involves making some noise, inviting some people to join you and a common cause and breaking a few proverbial biases – then that’s what it takes,” she said.

“I'll admit, I didn't always get it right. But it's an incredible energy that comes from mobilizing good people for a great purpose, and realizing that our experiences, our struggles, and our fates are tied together.”

Malik also spoke of how her connections and relationships with other students generated endless motivation and a keen sense of purpose.

“I brought that energy into my first job after leaving university and into each one after that,” she said. “At the heart of all of it, building a world of social and economic justice drove me and it still does. But showing up for each other is what keeps me going.”

She encouraged the audience to think about how they can use their education to better their communities, and suggested students and new graduates consider non-profit groups, politics and foundations.

“Take the learning and knowledge gathered during your years here and find ways to join others to make a difference,” she said. “Let's use our collective power to transform systems instead of just managing them. The act of giving your time and experience will bring with it an energy that will illuminate and inspire every corner of your life.”

“When it's tough, show up with a friend or two. When it's complicated, show up with your values. And when it's unbelievable, show up with higher expectations of what the world can be. When you decide to show up, the world will rise and reach you in more ways than you can imagine.”

New Centre for Learning, Leadership & Culture to empower 91�Թ� employees

sungjimi — Tue, 21 Jan 2020 14:37:56 +0000

New Centre for Learning, Leadership & Culture to empower 91�Թ� employees sungjimi Tue, 01/21/2020 - 09:37

The 91�Թ�, recognized as a top Canadian employer for more than a decade, supports its employees through various stages of their careers and boasts a two per cent staff turnover rate – around five per cent less than other higher education institutions.

In an interview with Forbes magazine earlier this year, Kelly Hannah-Moffat, 91�Թ�’s vice-president, human resources and equity, described the university’s approach as one that makes a “lifetime investment in people.”

Now, with the launch of the new Centre for Learning, Leadership & Culture (LLC), 91�Թ� is further strengthening its commitment to workplace culture by offering enhanced learning and development programs across its three campuses.

Linda Hills, director of learning and leadership development, says she’s planning to “shoot for the moon” with a refreshed strategy for the office, which was previously known as the Organizational Development & Learning Centre.

Hills recently sat down with the Bulletin Brief to talk about the LLC’s new identity, offerings and approach to learning.

Can you speak to the big-picture vision of what the LLC hopes to achieve?

One of the key things we’re trying to implement across all three 91�Թ� campuses is a development- and talent-focused culture. The LLC ‘s approach will focus on building the skills, behaviours and mindsets to ensure we foster employee progress at all levels so they are prepared to meet the challenges of the future. When considering the demographics of the workforce, many Gen Y and Z-ers have different career expectations than their predecessors and learning is their number one priority when they’re looking for a job. They want to know how their employer is going to deliver continuous learning to support their career success. So we need to provide them with easy to understand information, tools, options and opportunities to grow their careers. This is a very positive shift in perspective, but it also means we have to up our game. Because what we were doing before is not going to satisfy the next groups of employees that are joining the university community.

The whole talent cycle needs to be looked at. We need to be responsive to the needs of a changing workforce. There are a lot of folks who have served this university brilliantly for 30, 40 and sometimes even 50 years. They’re going to start to retire and we need to have people who are ready to move into those positions. We recently hired a director of talent management who will oversee talent acquisition, onboarding, succession planning and off-boarding. The middle part, which is development – getting employees to meet their career aspirations – will be a partnership between employees and their managers, with the tools provided by the LLC both in and outside of the classroom. We’ll be offering multiple delivery methods to ensure that staff have the opportunity to learn in the way that best suits them on all three campuses.

What kind of learning will the LLC be offering to employees?

We’ve created a set of organizational competencies – the “how” of our jobs. The organizational competencies are designed to set the benchmark behaviours for working here – they are about how we show up and connect with our colleagues every day. It’s really about making sure that everyone is contributing to 91�Թ�’s excellence.

The competencies are leadership, equity, diversity and inclusion, collaboration, innovation and excellence, and stewardship, meaning we’re all responsible to the university by protecting the brand and using our resources effectively.

We will continue to offer courses to match these competencies so that our talent can find the right development opportunities that they need and want.

How is the LLC helping to develop leaders?

There are four different components of leadership that we’ll be focusing on at the LLC: self, people, management, and strategic. Leadership starts with the self – being accountable and self-aware.

It’s important to note that leading people is not the same as managing them. It’s about setting up your employees so they can find solutions and come up with new approaches rather than telling them what to do. It’s more about inspiring and engaging them so that they can get to the end result themselves. Management leadership is about the business side of leading a team, such as the processes managers have to follow (e.g. how to recruit, how conduct performance appraisals). Finally, strategic leadership is about thinking big picture, creating multi-year plans for the university.

Let’s talk about the culture component of the LLC. What will that entail?

When we talk about culture, we’re talking about day-to-day workplace culture. We want to create an inclusive culture that prepares individuals for the next step in their careers. I often think back to a book called Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink, which outlines three things that an employee needs to feel motivated – autonomy, purpose and mastery. We want to foster a culture that will make employees feel like they’re trusted to do their work, are working toward a clear purpose that matters to them and the university, and that expands their skillset. Our job is to provide leaders with tools and techniques to develop our employees’ strengths and prepare them for a diverse range of opportunities.

To that end, a major focus for the LLC in the next two years will be creating leadership development programs to provide leaders with the skills they need to do this. Traditionally, promotions in the workplace – any workplace – have been based on technical expertise. Consequently technical excellence led to management and leadership opportunities but often without the professional development required to learn how to support and lead other people. The former ODLC introduced the Manager’s Academy, which was focused on the tasks and processes of leading a team. We need to build on that to create programs that focus on people leadership, which is based on the human skills leaders need to get things done through people. One key shift will be to a “manager as coach” approach. Coaching is often confused with feedback. True coaching is about asking the right questions so that employees discover solutions and development opportunities themselves. Building coaching skills will also enable our People Leaders to have rich development conversations with their employees and contribute in meaningful ways to their career growth.

At the heart of this cultural change is recognizing that we need to provide our leaders with the skills, behaviours and mindsets they need so they can set their employees up for both in-role success and career growth. Leaders are key to creating a learning and development culture, so they are a priority for us in 2020 and 2021.

What is SuccessFactors and how will it enhance the employee experience?

SuccessFactors is a suite of talent management tools, one of which is a learning management system. It will allow each employee to look at their learning history in one place. It’s designed so that managers can easily identify what professional development options are available to support their employees in getting to the next stage of their career. Our goal is to have a development plan for every employee that is drafted in collaboration with their manager.

Now that the LLC has launched, what’s next?

We have a lot more development to do. The next three to five years will be a lot of building up of our programs to reach the first level of what we want to achieve. Then, we’ll re-test and recalibrate. We are really excited to introduce this new learning platform to our community and to introduce them to best practices in people leadership, building inclusive cultures and new learning opportunities, while continuing to expand our programs.

New Centre for Learning, Leadership & Culture to empower 91�Թ� employees

Linda Hills is the director of the Centre for Learning, Leadership & Culture. (supplied photo)

Jenny Rodrigues

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