In this game, there will be a grid of sushi and you need to pair up adjacent sushi so that no two pairs contain the same types of sushi. There are a total of 4 types of sushi. Use the mouse to click the space between two sushi to pair them up. Have fun!
Department heads offer their insights on how to negotiate the best deal when offered an academic job for the first time
"Academic job openings often receive hundreds of applicants for a single position," says Karen Stamm, PhD, senior research officer in APA's Center for Workforce Studies.
So, when a candidate for a junior faculty position receives an offer, they are usually experiencing only one feeling: "Relief with a capital R," says Greg Neimeyer, PhD, APA's associate executive director for continuing education in psychology. "Oftentimes, they are so grateful to get the job that they will take offers that are, frankly, ridiculously low," he says.
To help junior faculty navigate the delicate process of negotiating their first academic job offer, the Monitor asked hiring experts to share their secrets on getting the salary package they deserve.
Knowledge is power. One of the best ways to ensure a fair start-up package is to come into the negotiation process as educated as possible on current salary ranges for new psychology faculty, says Deanna Barch, PhD, chair of psychological and brain sciences at Washington University in St. Louis and chair of the board of directors of the Council of Graduate Departments of Psychology.
That information is available from APA's latest Psychology Faculty Salaries report, which breaks down psychologists' annual salaries by geographic region, degree field, type of position, sector and demo-graphic characteristics. It also behooves candidates to ask others working in academia, at the same or similar institutions, about what they were able to negotiate when they started and what they wish they would have asked for. Talking to colleagues who are a year or two further along in their careers can help candidates determine whether the salaries they have in mind are reasonable. "I am much more convinced when a person comes to me and says, ‘You didn't offer me this, but I know these six other people on the market this year all got it,' than if they just say, ‘I want this,'" Barch says. "Use as much data as you can to buttress your request."
Consult with an experienced advisor. Keep in mind, however, that smaller universities will have dramatically different salary budgets and job perks for new faculty, says Karen Kelsky, PhD, founder of the career-consulting business The Professor Is In. "This is why I urge everyone to consult with a trusted mentor or advisor on a tenure-track offer, to ensure the approach you're taking is appropriate for that institution," she says.
It's now or never. You are in the very best, strongest position to negotiate when your initial job offer is extended, Neimeyer says. "It is a very tough sell to renegotiate a salary," he says. "So, you really want to do it coming straight in because every raise, every promotion, every special dollop of money that you get throughout your career is based on a percentage, and it all starts from your base salary."
To that end, Neimeyer recommends that candidates adopt an attitude that any extra amount they can get at this stage is worth the effort.
"I know it sounds ridiculous—almost petty—but the difference of $500 or $1,000 when it comes to your starting salary can literally amount to hundreds of thousands of dollars across the course of your career," he says. "Very rarely is a dean or department chair going to say no to a request for a salary reconsideration of $1,000 or $2,000 more. They know that if they don't spend that, they may have to go to their second-best candidate, who may at that point already be gone."
Think outside the salary box. Candidates should also consider other elements of the compensation package. For example, there may be more wiggle room in the start-up funds you receive to buy lab equipment or pay study participants, says Ruth Fassinger, PhD, former chair of the then department of counseling and personnel services at the University of Maryland.
Candidates may also want to consider requesting additional research assistants or more lab space, or even an initial reduction in course load so that they have more time to get their research program up and running.
It also may be worth asking for reimbursement for moving expenses or for additional money to travel to conferences for the first few years of your career, Neimeyer says.
"Most departments will have a policy, like every faculty gets $500 or $1,000 a year for traveling to conferences," he says. "Find out what the standard policy is, and then ask for double that amount for a two-year period, to help you begin to network and establish yourself professionally."
Department chairs are unlikely to turn down such requests because those funds come out of a different budget line item, not the salary pool, he says.
Reimbursement for professional membership dues is something else that's ripe for negotiating into a start-up package, says Amber Garcia, PhD, chair of the psychology department at the College of Wooster.
Candidates who get job offers from smaller, less research-intensive schools may also want to ask about funds for supplementing the institution's library resources, says Dana S. Dunn, PhD, a psychology professor at Moravian College. "Requesting access to a journal or books that you need—either for you or for your students—can be important to ensure your success," he says.
Neimeyer also notes that not all elements of a position are negotiable, but that doesn't mean they aren't important. Sick leave, health insurance and retirement benefits can vary widely from university to university and are a big part of the overall compensation package, even though they are not negotiable elements.
Be confident in your ask. Candidates should be prepared to convince the hiring manager that their financial requests will help them be more successful in the long term, says Fassinger, who also serves on the executive committee of APA's Leadership Institute for Women in Psychology.
"The more you go into a situation thinking about what you honestly need to get your job done, and the more prepared you are to make strong arguments for why you want and need certain things, the more likely you are to get those things," she says. Women especially need to keep this first and foremost in their minds throughout the negotiation process. "Our natural inclination tends to be not to ask for what we want, so female candidates in particular may want to get some mentoring and coaching around that," she says.
Think locally—and holistically. Kelsky notes that salaries and costs for moving, lab support and more are local. "National averages are interesting for various purposes but are not useful in pushing for a higher salary in any individual negotiation, which must always be pegged to local institutional norms," she says.
In addition, she recommends that candidates limit themselves to focusing on a limited number of items during the negotiation process and weigh them holistically so that all of them are not massive requests. "Otherwise you're likely to alienate the department," she says.
For example, if you are asking for a tenure-track spousal hire—the largest possible job perk in most cases—it would be unseemly to also ask for a massive salary and lofty start-up costs, Kelsky explains. "You want to be sensitive to a holistic set of asks that is not going to appear excessive."
Be polite, but firm. Candidates should aim for a balance of self-assurance and pleasant collegiality. For example, Kelsky says, this type of language is ineffective and tiresome: "I am so grateful for the incredibly generous offer and consider it such an honor to be offered this prestigious position, but was wondering if I could possibly ask for a tiny bit more salary if that wouldn't be too much for the department to consider."
And this language can be arrogant and alienating: "Given my extensive publication record, I consider the offered salary inadequate and would surely expect a salary closer to $85K."
A more appropriate response would be: "Thank you for this offer. I'd like to discuss a few elements before signing the contract. The first is salary. I would like to request a salary of $75K, reflecting my extensive research and funding background, particularly my four peer-reviewed journal publications and my two NSF grants." Such language is firm, but collegial in that it provides some foundation for an increased ask, without histrionics, defensiveness, codependency or entitlement, she says.
"If you don't, any nonwritten agreements you reached with the department head or dean will be null and void once that head or dean retires, moves to another job or leaves the position," she says. "Writing—in the contract or email thread—is your best and only defense of your offer elements."
- More lab space.
- Money for moving expenses.
- Additional research assistants.
- Conference travel funds.
- Professional membership dues.
The Professor Is In: The Essential Guide to Turning Your PhD Into a Job
Kelsky, K., 2015
Women Don't Ask: The High Cost of Avoiding Negotiation—and Positive Strategies for Change
Babcock, L., & Laschever, S., 2007
APA's Science Career Series
College and University Professional Association for Human Resources
Salary surveys, www.cupahr.org/surveys/results.aspx
This article was originally found in October 2017 Monitor on Psychology
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Older adults can be reluctant to reveal that they've been the victims of financial abuse. Here's how psychologists are navigating what's often a complex problem.
As many as one in 10 Americans age 60 and older who live independently may have experienced some type of abuse, including financial mistreatment, according to the 2010 National Elder Mistreatment Study, a survey of 5,777 older adults funded by the National Institute of Justice and directed by clinical psychologist Ron Acierno, PhD.
Financial exploitation of older adults may happen gradually—a small "loan" here, a "gift" there. In some cases, the perpetrator may be a child or grandchild who takes advantage of a parent or grandparent's love to gain control of his or her assets. In other cases, the victim may have some psychological or physical impairment that makes him or her more dependent and vulnerable to financial abuse.
Such abuse can have devastating consequences for victims. New research led by the Stanford Center on Longevity at Stanford University suggests that a month or more after being the victim of fraud, elder victims are likely to have trouble meeting their expenses and to experience emotional and psychological problems (Findings From a Pilot Study to Measure Financial Fraud in the United States, February 2017). The study also found that many victims felt anger (75 percent), an inability to trust people (62 percent), a sense of feeling violated (57 percent), stress (56 percent) and embarrassment (50 percent). They also reported feeling "stupid," "physically ill" and even "suicidal."
"For some victims, the emotional consequences are worse than the financial loss," says Marguerite DeLiema, PhD, a postdoctoral researcher at the Stanford Center on Longevity in the Financial Security Division.
Psychologists are among those working to prevent and identify financial abuse in a variety of ways, including by conducting capacity assessments to determine a person's ability to handle finances and asking older clients about potential abuse during therapy sessions. They also are conducting research to pinpoint who is most vulnerable to such abuse, finding that it is most likely among older adults who experience isolation, loneliness or the recent loss of a loved one; who have an impairment that makes them dependent on another person; who are unfamiliar with finances; or who have a family member or acquaintance who is deeply in debt or has a substance abuse problem.
Most disheartening is that "the biggest risk factor for all forms of abuse is living with someone," says Acierno.
A complex problem
Defining financial mistreatment with precision is nearly impossible, says Acierno.
"If you have an adult child who spends two hours to get your groceries, and he keeps $2.75 in change, is that financial abuse? What if you live in his house or if he takes care of you and he feels like he should be compensated for his time or for gas for the car?" asks Acierno.
It becomes a bit fuzzy to call this financial abuse simply based on the opinion of the person who feels he or she is being taken advantage of, he says. Still, this does not mean they should not speak up and society should not investigate their complaints.
Complicating the matter further is the fact that many older victims are reluctant to acknowledge the abuse. The 2017 financial fraud study by the Stanford Center on Longevity found that older adults are less likely than younger adults to report incidents of financial fraud to authorities, even though they are more likely to be victims of such scams. In addition, a report by researchers at the Weill Cornell Medical Center at Cornell University, the New York City Department for the Aging and other organizations found that for every case of elder financial abuse that was brought to the attention of elder-protection programs and agencies, 24 cases were never reported (Under the Radar: New York State Elder Abuse Prevalence Study, May 2011).
Some victims may not report abuse because they have trouble remembering the details of the mistreatment, while others may be too afraid to report a caregiver they are dependent upon. In other instances, such as in a romantic scam, the victim might refuse to believe their relationship wasn't real, says DeLiema.
Older adults may also not report financial abuse for fear that their relatives may think they're no longer capable of making financial decisions or of living independently. And if a family member is the perpetrator, there may be a reluctance to get someone they love in trouble, says Peter A. Lichtenberg, PhD, director of the Institute of Gerontology and the Merrill Palmer Skillman Institute and professor of psychology at Wayne State University. According to a 2014 study by Janey Peterson, EdD, of Weill Cornell Medical College and collaborators of 4,156 adults ages 60 and older, 60 percent of those who committed elder abuse were family members, followed by friends and neighbors (17 percent) and home-care aides (15 percent) (Journal of General Internal Medicine, Vol. 29, No. 12, 2014).
At the same time, financial mistreatment of older adults is likely exacerbated by stereotypes about older people—such as that they're not able to remember things or cannot be trusted to make financial decisions. Such stereotypes can actually make older adults more vulnerable to financial abuse, says Lichtenberg.
"Ageism may lead health and financial professionals to ignore older adults who have any cognitive impairment, and not interview them or assess the older adult's financial practices or decisions," he says. "This at times allows a manipulative family member or professional caregiver to steal an older adult's monies."
Banks and credit card companies have taken the lead in screening for elder financial fraud. Tellers, for example, are often trained to spot such signs as young people suddenly accompanying an older adult and "helping" them withdraw more cash than normal. Automated screening detects irregular expenses or withdrawals. When abuse is suspected, financial institutions or financial advisors then alert a relative, a law enforcement agent, an elder ombudsman or adult protective services for help.
At the national level, APA has been a leader in setting best practices for assessing capacity in older adults, culminating in its collaboration with the American Bar Association Commission on Law on the "Assessment of Older Adults With Diminished Capacity: A Handbook for Psychologists." APA also worked with the Financial Industry Regulatory Authority on its e-learning course "Senior Investor Issues: Diminished Capacity" for its registered securities representatives.
At the community level, psychologists have been increasingly called upon by attorneys and elder abuse forensic center teams to conduct capacity evaluations of older adults to assess their financial decision-making skills. As part of such evaluations, psychologists assess a client's arithmetic skills and basic financial knowledge, as well as his or her ability to make informed financial decisions.
Even when work with a client doesn't directly involve financial matters—such as when an older patient is seeing a psychologist for sleep problems or depression—therapists should be asking the client financially related questions, says Lichtenberg. A good part of any patient intake, he says, is asking questions such as, "Has anyone taken your money without your permission?" Or "Do you worry about financial decisions you have recently made?" "Even if there is no abuse, it should be part of a checkup," he adds.
Psychologists should also be aware of peripheral signs of financial abuse, says Acierno. For instance, if a clinician is seeing an older client, it's a good idea to screen for abuse, says Shelly Jackson, PhD, visiting assistant professor in the department of psychiatry and neurobehavioral sciences at the University of Virginia. "You may see physical, emotional, verbal or sexual abuse," says Jackson. "If you see one form, you need to ask about the other types of abuse."
Similarly, if a patient has a history of abuse, either as a victim, perpetrator or both, chances are that violence or other forms of abuse will continue.
If a psychologist suspects that an older adult is a victim of any type of abuse, the first step is to contact the local branch of adult protective services.
Protection and prevention
When determining how to intervene, it's important to remember that many older people are perfectly capable of managing their finances and making decisions. In a special issue of the American Psychologist (Vol. 71, No. 4, 2016), Lichtenberg notes that both under- and overprotection of older adults can have damaging consequences. While it's critical to stop any financial exploitation, limiting an older adult's autonomy and control is linked to health problems and shortened longevity. In fact, research shows that age per se is not a risk factor for financial abuse (Center for Retirement Research at Boston College, Brief No. 17-1, January 2017).
One strategy that can have a protective effect is making older clients aware of specific cons, such as a home improvement fraud or an IRS impersonation scam. In one study by Susanne Scheibe, PhD, of the University of Groningen and colleagues, published in Basic and Applied Social Psychology (Vol. 36, No. 3, 2014), researchers asked a reformed con man to use telemarketing tricks to try to scam adults who were previously victims of mail fraud. Some participants were warned in advance about this particular scheme, and others were cautioned about a different scheme. While both warnings reduced the number of people who were duped outright, participants who were warned about the scam that the con man tried to pull off were more likely to refuse the scheme.
Another safeguard is to urge clients to set up a system of checks and balances that can protect them from financial fraud. For example, psychologists can encourage their clients to talk with their attorneys about naming two people as their agents when completing a financial power of attorney, rather than just one, says DeLiema.
Psychologists can also encourage their clients to seek support from trusted friends and family members. "If someone is isolated, scam artists try to get in," says DeLiema.
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Forensic psychologists are in hot demand for their ability to bring the science of human behavior to the judicial system.
"There are just so many different things you can do in the field of forensic psychology, and it's all so rewarding," says Zapf, a psychology professor at John Jay College of Criminal Justice.
Forensic psychology—the application of psychological expertise within the judicial system—became an APA-approved specialization in 2001. These psychologists provide services for both the criminal and civil court systems, conducting mental health evaluations, helping to resolve such legal questions as whether a defendant may pose a risk of violence, providing opinions on child-custody and personal injury cases, and much more, says David DeMatteo, JD, PhD, president of APA's Div. 41 (American Psychology-Law Society).
"Our work is really about showing how psychology can be used to help courts and juries make more educated decisions about criminal offenders and civil litigants," says DeMatteo, who also directs the JD/PhD Program in Law and Psychology at Drexel University, and has a forensic psychology private practice in Philadelphia.
Some experts attribute much of the field's rapid growth to the proliferation of criminal profiling television shows such as "CSI" and "Law & Order." Not only have these shows attracted more students to the field, but they also have made attorneys aware of the contributions that psychologists can make to their cases, says Zapf.
In addition to providing diverse, interesting work, another benefit of forensic psychology is its fee-for-service nature. "This niche has really allowed me to make a living outside of the managed-care parameters and stressors," says Chriscelyn Tussey, PsyD, a forensic and clinical neuropsychologist in private practice in New York City.
What they do
Many forensic psychologists are in private practice and are hired by attorneys or by the court system to evaluate defendants and provide an expert opinion for clients. These opinions may explore, for example, whether a defendant has a mental disorder that prevents him or her from going on trial or what a defendant's mental state may have been at the time of an offense.
Regardless of who hires the forensic psychologist, the client is not the person he or she is examining—the client is the attorney or the court. "That's an important point, because the identity of the client has implications for confidentiality and other obligations that we have as psychologists," says DeMatteo.
In civil cases, forensic psychologists may also evaluate plaintiffs in workers' compensation cases, as well as children and their parents in divorce and custody cases, says Jonathan Gould, PhD, a forensic psychologist in private practice in Charlotte, North Carolina. He conducts child-custody evaluations as a court-appointed evaluator, and consults with attorneys as they prepare for trial, helping them draft direct and cross-examination questions and educating them and their clients about the latest research on child development and parenting plans, including relocation.
Meanwhile, forensic neuro-psychologists, including Tussey, are often asked to assess the validity of such claims as amnesia during an alleged offense and to evaluate whether or not a defendant can be restored to competence to stand trial, particularly when conditions such as dementia may be present. Neuropsychologists also provide personal injury and fitness-for-duty evaluations, looking at the impact, for example, of a traumatic brain injury on functioning, or assessing whether cognitive deficits might be affecting an individual's job performance.
In addition to private practice, forensic psychologists are employed in a variety of settings, including state forensic hospitals, court clinics, mental health centers, jails, prisons and juvenile treatment centers. At these sites, forensic psychologists conduct evaluations similar to those in a private forensic practice, but they also provide therapeutic services tailored to the legal proceeding, DeMatteo says. This could be, for example, helping treat a psychotic defendant who is not competent to stand trial with antipsychotic medications, and then providing "competence restoration," an educational program that teaches defendants how the criminal justice system works.
It's fulfilling work, DeMatteo says, but can often require a thick skin. "Spending time in jails and prisons and hearing in detail the sometimes very violent things that they've done can be challenging," he says.
DeMatteo has occasionally worked on cases that involve violence against children and has had to educate the court about the psychology behind such tragedies. "There's often a knee-jerk reaction to severely punish people who hurt or kill children, and certainly as a member of society and as a parent, I understand that. But my job is to cut through the emotion, hopefully, and just focus on the science."
Training is key
Only a handful of doctoral programs (PDF, 1MB) offer a forensic psychology specialty, so demand often outpaces the number of training spots available. Often, says Zapf, psychologists who want to go into this work have a clinical degree, then take continuing-education courses to build their expertise.
But like any specialty area, forensic psychology requires a great deal of specialized knowledge and experience to practice competently, DeMatteo says. "What's happened, particularly because forensic psychology can be lucrative … is that a few people with very little training and experience have started dabbling in forensic psychology as a way to supplement their incomes," he says. "I would discourage that, just as I'd discourage people from trying to dabble in neuropsychology, school psychology or any of the other recognized specialties or proficiencies."
Zapf agrees, noting that forensic psychology requires expertise in jurisdictional requirements and mental health laws—much of which can't be picked up in one-day workshops. "When you get on the stand and testify, you can be embarrassed so easily if you don't know what you need to know," she says.
To better understand the educational foundation needed to work in forensic psychology, she recommends reaching out to organizations such as the American Psychology-Law Society (APA's Div. 41) and the American Academy of Forensic Psychology, which is the education and training arm of the American Board of Forensic Psychology, which certifies applicants in forensic psychology.
And once you have training, you then need experience, Gould says, noting that testifying in the courtroom can be intimidating for many people, especially for new trainees. Attorneys can be very aggressive in their cross-examination, he says.
"You need to recognize that when you go into the courtroom and people are attacking you, that's simply part of how they try to test your credibility," he says. "The way you prevent that is by going in prepared."
Developing a group of mentors and sponsors can also help prepare you for a career in forensic psychology, Tussey says. One way to do this is by getting involved in organizations and talking to people who are successful in the field. "But don't just join an organization to add it as a line on your CV—be engaged and take on a leadership role," she says. "It will help you learn so much about yourself and about the field, and meet people who are doing what you presumably want to be doing at some point."
"No Insurance Required" is a Monitor series exploring practice niches that require no reimbursement from insurance companies. To read previous articles in this series, go to www.apa.org/monitor and search for "No Insurance Required."
Melton, G., Petrila, J., Poythress, N., et al., 2017
By Amy Novotney
This article was originally published in the September 2017 Monitor on Psychology
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Learning how to connect with others will give academic job seekers an edge—and serve you throughout your career
Networking isn't just about getting a job either, says Bonds-Raacke, although networking can give you an advantage over equally qualified candidates. Instead, she says, networking is about forging long-term, reciprocal relationships that can help you and your colleagues do your jobs better. "If you really want to do your job well, you have to know and work well with others in the field," she says.
Plus, networking is a foundational skill you'll need throughout your entire career, says APA President-elect Jessica Henderson Daniel, PhD, an associate professor of psychology at Harvard Medical School, who urges students and early-career psychologists to learn this valuable competency early on. Academic psychology, she says, is a profession built on relationships. "It's part of the culture," says Daniel. "You cannot just isolate yourself and not interact with people; you need to interact."
Networking won't just help you learn how to strengthen your research and improve your teaching. It's also the route to success, says Daniel. Throughout your career, she points out, "You're relying on people for letters of recommendation always, be it for an award or a promotion."
How do you build your network? Bonds-Raacke, Daniel and other academic psychologists offer this advice:
Start early. Lay the groundwork for your future job hunt when you begin graduate school, says Emanuel Donchin, PhD, a psychology professor at the University of South Florida in Tampa. For one, pick a mentor "who has good connections, knows the field and is known in the field," Donchin says, noting that the most important factor is a faculty member's publication record. "Check Google Scholar to see how often, and how widely, the faculty member is cited in the literature," he suggests. "Also, the department faculty should know which faculty member is widely known in the field."
And think about which faculty members have the best connections when you form your dissertation committee, he adds. "You want people who have good connections all over the country," he says. "Sometimes that means putting someone on your committee who might push too hard, but at least it will make a difference eventually."
You should also try to attend at least one smaller meeting focused on your research area, say senior psychology faculty. "For example, I do more clinically oriented research, so the big one in my area is the Society for Research in Psychopathology," says Deanna Barch, PhD, chair of the Council of Graduate Departments of Psychology. "If you do cognitive research, the big one is the Psychonomic Society."
Other examples include the Cognitive Aging Conference and the meetings of the Society for Research in Child Development and the Society for Personality and Social Psychology. While you're there, she says, seek out faculty from schools you're interested in, introduce yourself, and ask for information about a posted job or a heads-up for future job opportunities.
The kind of academic position you're seeking can also influence which meetings you attend, says Barch, who also chairs the psychological and brain sciences department at Washington University in St. Louis. "For an R1 or research-heavy institution, definitely go to the meetings in your field that are considered to be the ones where people present the best research," she says.
And don't just attend presentations or give poster sessions, says Barch. Instead, get your name out there by giving a talk or chairing a symposium. "Have a more prominent role, so that people become aware of your work," she says.
"Everyone is in small conversations, and you go over and just stand there, nodding along," she says. "For people who are just not into that kind of socializing, it takes a lot of energy." But, she says, learning to schmooze is an important academic skill. "It's a good habit to get into," she says, urging job hunters to adopt a "fake-it-'til-you-make-it" attitude.
Don't be too intimidated to approach even big-name psychologists, adds Sternberg. To calm your nerves, be ready with a polished "elevator speech" that includes what question your research addresses, why it's interesting and why it's important to the person you're talking to, says Sternberg. "If you can relate it to the person's work," he says, "you not only show you're a good thinker, but you flatter that person by knowing their work."
As you expand your network, tell people you're job hunting and be forthright about any challenges you're experiencing as a woman or minority getting started in academe, says Francine Conway, PhD, dean of the Graduate School of Applied and Professional Psychology at Rutgers University. Women and minorities often do the opposite, she says, keeping their career ambitions and challenges private to avoid appearing needy or unsuccessful. But being open about yourself opens doors, she adds. "Share with as many people as possible what your goals are because you never know who has information that can benefit you," she says.
Joining the National Center for Faculty Development and Diversity network is a great way to expose yourself to faculty from universities all over the country whom you can call on during a job hunt, adds NiCole T. Buchanan, PhD, an associate professor of psychology at Michigan State University. The organization offers courses and webinars on a wealth of topics related to transitioning from graduate school to academe, as well as discussion forums and faculty coaches who offer personalized advice to students and faculty.
All of those people are potential contacts you can invite to coffee if you see a job posted at their institution that you're interested in, she says. "People are always far more willing to do that than people think," Buchanan says.
But do use Twitter and other social media platforms to talk about your research and connect with other psychologists and researchers outside of meetings, says Simon A. Rego, PsyD, chief psychologist and director of psychology training at Montefiore Medical Center and an associate professor of clinical psychiatry and behavioral sciences at Albert Einstein College of Medicine in the Bronx. LinkedIn, for example, is a great way to disseminate your expertise and build yourself up as a subject matter expert, he says. And while some faculty frown on job seekers connecting with possible employers on social media, Rego disagrees. "I'm certainly in favor of more connections; they just create more opportunities," he says. "And I am not a fan of filtering, I pretty much accept any invitations to connect."
But only use as many platforms as you can keep up with, says Rego. "You don't want to have the dreaded ‘empty egg' picture on Twitter," he says. Equally bad are blogs with just a few postings or out-of-date LinkedIn accounts. Use a professional headshot for all your social media accounts, since potential employers will likely inspect those. "Present yourself to potential recruiters or employers the same way you would if you were sitting in front of them in their office for an in-person interview," says Rego.
Also ask your mentors to credit your work publicly, says Barch. When your advisor is giving a talk, ask them to give a shout-out to you if you contributed to the work, she says. Good mentors will not just acknowledge your contributions to the work they're presenting but will also mention that you're in the job market, she says.
This article was originally published in the October 2017 Monitor on Psychology