Career paths selection

Regulation can and perhaps should be seen as a craft. It certainly appears to require some exacting aptitudes, particularly when interacting with the regulated. There could be more consideration of regulation as a career path, and appropriate selection (regulators seem to have a particular value structure - see Reiman and Norros), training and accreditation to accompany this craft . 

P G s reward and recognition system is best exemplified by our dual-ladder system for promotion. Employees in R D will choose, early in their career, whether to advance as a technical expert or as a manager of science. Both are equally valued, and this is important, so there is no stigma associated with one choice or the other. The management path for promotion is traditional and basically resembles all other industrial corporations, as well as the tenure track promotion system in academia. But the key here is that such a promotion system is public, not personal and private. It goes beyond a handshake and a raise and awards titles to individuals selected for advancement. Our titles include such terms as section head, associate director, director, company officers, etc. Others may use different titles, but the title used is far less important than its symbol, namely, the outward recognition of personal success. 

In earlier chapters, we identified particular niches in which a select few women chemists could find employment academic appointments in women s colleges (see Chaps. 4 and 6), domestic chemistry (see Chap. 3), biochemistry (see Chap. 8), crystallography (see Chap. 9), and pharmacy (see Chap. 10). But what of the many hundreds of women chemists who graduated during the interwar period Obviously, we cannot cover each individual nevertheless, there were some specific career directions, and we will discuss them in this chapter together with biographies of women chemists who followed each of these paths. 

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