Final Report of the Committee to Evaluate the
Postdoctoral Fellows Training Program

The Process

The committee composed a questionnaire that was distributed to all postdoctoral fellows. Several fellows did not return the questionnaires because they had not been with Gladstone long enough to feel comfortable responding. The 32 respondents were equally divided into junior (0–2 years) and more senior (> 2 years) fellows. The questions and responses were grouped into seven categories: (1) stipends and benefits; (2) adequacy of training in grantsmanship and lab management, quality of scientific environment, and appropriateness of information flow; (3) mentoring; (4) duration of training, intended career path, and setting; (5) career advice and job placement assistance; (6) satisfaction with choice of Gladstone for postdoctoral studies; and (7) additional issues identified by the responding fellows.

The collated responses, summaries, and preliminary recommendations of the committee members were circulated, discussed, and finalized. The final recommendations are listed below.

Summary Statement

Postdoctoral training at Gladstone is healthy but in need of attention and improvement. Our fellows are generally satisfied with the scientific environment and are glad that they are at Gladstone; however, they are concerned with certain aspects of the training program. The committee recognizes that the future of the Institutes depends substantially on our ability to attract and retain the best postdoctoral fellows and to help them to go on to successful scientific careers. Currently, Gladstone attracts and retains excellent to outstanding fellows. However, several national trends (e.g.,the increasing duration of postdoctoral training, the relatively low compensation, trends toward contractual arrangements for fellows) could, under certain circumstances, make it more difficult to recruit outstanding fellows. The committee agrees that Gladstone’s postdoctoral fellowship program should be revised to maintain its competitive edge and outstanding standards. We propose 26 recommendations that are based on the results of our survey of Gladstone postdoctoral fellows. Implementing these recommendations will sustain and improve the attractiveness of Gladstone postdoctoral training and increase the likelihood that our fellows will value their years here and eventually move on to successful, independent careers.

Our recommendations envision action by individuals at three levels: administration (Admin); human resources (HR); and principal investigators (PIs), as indicated in parentheses after each recommendation. Based on our view of the expertise and resources that are required to address the problem, the committee encourages the administration to develop policies that are favorable to the fellows and to allocate resources to support these policies, HR to manage the nonscientific needs of the fellows and serve as their advocate, and PIs to focus primarily on the scientific and professional growth of the fellows. By dividing up the problems and providing solutions in this manner, we will most easily integrate our recommendations into the existing structure of the Institutes. In so doing, we stand the best chance of providing durable solutions.

Recommendations

Stipends and benefits

1. Review postdoctoral fellow stipends in the Bay Area and compare Gladstone scale. (HR)
2. Review M.D./Ph.D., gender, and Institute comparability (with respect to salary) within Gladstone. (HR)
3. Consider expanding the upper end of the fellow salary scale for truly outstanding fellows. (Admin, HR)
4. Permit fellows to apply for and receive the highest fellowship stipend for which they are eligible. (Admin)
5. Do a cost/benefit analysis of adding a retirement plan for fellows. What would the financial impact be on the Institutes? (HR, Admin)
6. Survey satisfaction with dental care plans and consider adding other options. (HR)
7. Consider additional financial support mechanisms for fellows (e.g.,housing subsidies and help with childcare).(Admin)

Adequacy of training in grantsmanship and lab management, quality of scientific environment, and appropriateness of information flow

8. Expand the in-house training program (Gladstone Extension) to include more classes on grantsmanship for fellows. Incorporate in this course the preparation of budget pages and budget justifications as well as yearly laboratory budgets. Gladstone Extension should also provide opportunities for postdoctoral training in ethics, conflict of interest, and outside consulting. (HR)
9. Offer Gladstone Extension classes on personnel management skills and on career development specifically for fellows (e.g.,what is expected of a competitive candidate for an assistant professor position at a leading academic center? in industry? elsewhere?). (HR)
10. Develop a program to foster collegial interactions between fellows and faculty and to provide additional help with career development. This could include pairing new fellows with research scientists, organizing social events, providing mentorship classes for PIs, and establishing a more specific role for HR in labs where fellowÐPI interactions appear to be unusually strained. (HR, PIs)

Mentoring

11. Mentoring should be made a high-priority item by GladstoneÕs top administrators and by the PIs. Mentoring skills should be included as one of the performance categories for which PIs are evaluated. (Admin, PIs)
12. Consider a periodic training session for PIs on aspects of good mentoring. (HR)
13. Develop a neutral and confidential means of addressing issues or problems between postdoctoral fellows and mentors. (HR)
14. Develop a handbook that discusses key aspects of postdoctoral training at Gladstone. (HR)

Duration of training/intended career path and setting

15. A strict limit should not be placed onthe duration of postdoctoral training. Prolonged (>5–6 total years) postdoctoral fellowships are discouraged and can be avoided by appropriate mentoring and career counseling. (Admin, HR, PIs)
16. PIs should discuss career plans and prospects with fellows at least annually for the first two years and semiannually thereafter. This discussion, which would include formulation of a career time plan, should be incorporated into the existing performance review process. At the option of the PI and fellow, an HR representative could be included in the career planning discussions. (PIs, HR)
17. PIs should assume that most fellows intend to become independent PIs. However, the PIs should be prepared to advise fellows who select a different career path. Inquire at annual (or semiannual) meetings as to career goals and provide appropriate advice to help fellows plan for the future. (PIs) 18. PIs must communicate to their fellows a list of all of the attributes and skills required to be a successful PI. These communications can be made both directly to the fellow and by reference to a handbook for Gladstone postdoctoral fellows (see item 14, above). (HR, PIs)
19. PIs should acquaint themselves with “what it takes” to facilitate entry into a career in industry, as many of Gladstone fellows are considering this option. Schedule an annual meeting with industry representatives to advise Gladstone PIs on what they can do to improve their performance in this area. Consider inviting fellows to this meeting as well. (HR, PIs)

Career advice and job placement

20. Start a formal career-advising program to help postdoctoral fellows obtain the best possible jobs. Advice should be provided on job opportunities and qualifications for different scientist positions. Networking opportunities for fellows with Gladstone alumni, business leaders, and headhunters should be facilitated. (HR)

Additional issues, including those raised by survey respondents

21. Emphasize programs that enhance interactions between the Gladstone Institutes and the rest of the scientific community at the University of California San Francisco (UCSF). (Admin)
22. Take steps to reverse perceived discriminatory attitudes and practices toward women postdoctoral fellows. Investigate reports of perceived discrimination, recommend remedial actions to the Directors. Institute programs to educate supervisory personnel about discriminatory attitudes. Make an explicit Òtop-downÓ commitment to gender-neutral policies and practices. The same set of proactive steps should be taken to reverse any perceived discriminatory attitudes and practices towards minorities. (Admin, HR)
23. Provide to all new postdoctoral fellows a letter of appointment that states the goals of the fellowship, the policies concerning fellowships at Gladstone, and the responsibilities of the fellow and PI. (HR)
24. Provide a certificate or letter of completion of postdoctoral training to assist fellows in securing subsequent employment. (HR)
25. Periodically evaluate the balance of interests among postdoctoral fellows, their faculty mentors, and the institution as a whole to assure that the legitimate educational needs and career interests of the fellows are being met. (Admin, HR)

Disposition of this report

26. Distribute this report to all Gladstone PIs. In addition, the final report, including all appendices, should be made available in the HR Department for review by all Gladstone fellows. (HR)

Issues discussed but not incorporated into the recommendations

Several other issues were considered but, for various reasons, were not incorporated into the final recommendations. The reasons include a lack of a consensus among committee members and lack of relevance to the committee’s charge of polling the fellows and making recommendations based primarily on their responses. All of these issues generated spirited debate among committee members, however, and merit further consideration in the future.

1. Create or expand positions on the Gladstone scientific staff.
2. Appoint an HR staff member who would specialize in the postdoctoral training program.
3. Target the postdoctoral program as part of a capital campaign
4. Address postdoctoral fellow/research associate salary equity issues.
5. Organize “focus groups” of postdoctoral fellows led by outside, unbiased facilitators to determine if the changes in the postdoctoral program are truly responsive to the fellows’ concerns.