Hiring trends

Inspection of the contributory curves shows that the main area of job growth has been in industry. This growth has been at pharmaceutical and biotechnology companies principally, but also some jobs have been created at agrochemical, chemical, petroleum, lubricant, polymer, explosives, flavorings, photographic film, glass and ceramic companies. 

The first industrial jobs for computational chemists opened in the early 1960s when such scientists were usually called theoretical chemists or physical chemists. Those early pioneers not only had to prove themselves, they had to prove a whole new approach to answering questions in science, that is, computationally. Human nature being what it is, traditional (experimental) chemists reacted in different ways to computational chemistry some were curious (some of whom even tried their own hand at calculations but often found the early technology—computer punch cards—too bothersome), some were disinterested, and some felt their prerogatives and perquisites were threatened. At the pharmaceutical companies, many of the medicinal chemists (who far outnumbered the computational chemists) were skeptical, if not resentful, of the upstarts. Because of finite resources, one more person hired as a physical (or analytical) chemist often mean one less organic chemist would be hired. 

The obstacles were gradually overcome. The early successes were small indeed. To find a simple correlation between experimental results and calculated properties for a few molecules was once a special accomplishment. To correctly predict the biological activity of a proposed structure was even rarer. 

Thanks mainly to improved methods and advances in computer technology, but aided by hard work, persistence, adaptability, optimism, and patience, computational chemists became able to answer research questions better and faster. Computers became easier to use, quicker, and capable of handling larger molecules. One of the aspects that experimentalists had a particular trouble accepting was the need for computational chemists to use simplified models of the structures they computed. Computational chemists could readily understand that replacing computationally irrelevant side chains with hydrogens would have no material effect on the outcome of the calculations of, say, the electronic structure of the core of the molecule. However, 

In the United States, pharmaceutical companies are the largest employer of industrial chemists, not just computational chemists.If the pharmaceutical 

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Series or by senior executive positions. It also has a special veterans employment section an information center, offering resume and interview tips and other useful information such as hiring trends and a glossary of Federal terms and allows users to create a profile and post a resume. 

H. H. Ng and A. Bird. 2000. Histone deacetylases Silencers for hire Trends Biochem. Sci. 25 121-126. (PubMed)... 

Above aU, a job seeker needs acquaintances who can assist by furnishing current information about hiring trends or about attractive and suitable positions in their own or their competitors companies. These network members may also furnish the names and addresses of scientists empowered to hire and privy to corporate plans for doing so. To expand a drug discovery or development effort represents a complex, costly, and important enterprise, and Fipcos formulate their plans to do so a year or more in advance. Which is not too early to apply for work. 

Ziegler, M., 2000. New functions of a long-known molecule Emerging roles of NAD in cellular signaling. Em. J. Biochem. 267 1550-1564. Ng, H. H. and Bird, A., 2000. Histone deacetylases Silencers for hire. Trends Biochem. Sci. 25 121-126. 

Future hiring trends—directions in emplo3unent large numbers of retiring "baby boomers" will have to be replaced in the chemical processing industry. 

As industrial R D moves forward in an increasingly interdisciplinary fashion, it will be important for the chemical industry to recognize this trend in its hiring procedures. If interdisciplinary and multidisciplinary work is to be encouraged, industry will need to seek and hire people who have worked at the intersections of chemistry and chemical engineering with biology, physics, and other sciences. 

The share of chemistry degrees earned by women shows a similar trend (Figure 5.6). We see a continuing increase in the number of women receiving chemistry degrees at all degree levels. In this case, however, we reach the arbitrary 20 percent mark much earlier. For B.S. chemists, who would typically be hired into industry at technician or junior professional levels, we hit 20 percent in 1974 for Ph.D.s, who are typically the degree level most often hired by industry, we reached that level in 1986. 

These are some of the demographic data. Now I m going to discuss trends. I ll present some general workforce statistics and then discuss hiring, recruiting, and retention from an industrial perspective. 

This is where we started bringing into our discussions the question of problem solving for employment procedures. We talked about hiring strategies and, particularly, the differences between academia and industry. Industry s hiring practices are more formalized—there are procedures and people know how they work. There are some trends that ebb and flow—they may be cyclic—such as going from a central corporate environment to a business-unit-type environment. 

The cost tracking activity could become cumbersome and expensive when construction is executed using direct-hire rather than lump sum contracts. In that case, labor productivity becomes an important cost factor and must be monitored closely to determine trends, try to make corrections, and make accurate forecasts. 

An example of such a case would be "Imagine that you are a consultant, hired by Carnegie Hall, a large concert hall in New York City. For the past several years, its profits have been declining, and you need to decipher out how to reverse this trend and restore profitability " For a sample approach to this problem, as well as more information about tackling business problem cases, see Appendix G. 

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