icwes15 - career support in science and knowledge management - mentoring at non-university research...
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© Fraunhofer
Career support in science and knowledge management – mentoring at non-university research organizations in Germany
Fraunhofer-GesellschaftKatharina Sauter
Helmholtz-GemeinschaftDr. Birgit Gaiser
Max-Planck-GesellschaftAnke Hübenthal
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The German Research Landscape
Applied Research
Fundamental Research
predominently institutional predominantly private
Characteristics of Research
Funding
Federal/German Länder Institutes0,9
HGF*2,63
WGL*1,3
Univer-sities9,2
Industry (internal and
external expenditures)
55,41AiF~ 0,25
Fraunhofer* 1,63
MPG*1,662
*overall budget in billion euros
HGF Hermann von Helmholtz-GemeinschaftWGL Wissenschaftsgemeinschaft Gottfried Wilhelm LeibnizAiF Arbeitsgemeinschaft industrieller ForschungsvereinigungenMPG Max-Planck-Gesellschaft Source:
Stifterverband für die Deutsche Wissenschaft, Destatis
1 estimation Wissenschaftsstatistik 2008, Stifterverband2 20083 2009
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7 Groups: Information and Communication
Technology Life Sciences Microelectronics Light & Surfaces Production Materials and Components – MATERIALS Defense and Security
60 Institutes
more than 18,000 employees
Budget 2010:1,6 billion Euro
The Profile of the Fraunhofer-Gesellschaft
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CUTTING-EDGE SCIENCE IN NETWORKSThe Six Research Fields of the Helmholtz Association
Energy
Earth & Environment
Health
Key Technologies
Structure of Matter
Aeronautics, Spaceand Transport
30,900 Staff10,800 scientists & engineers Budget 2011: 5,320 PhD students 3,3 billion Euro 1,680 vocational trainees
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Max Planck Society at a glance
80 Institutes and other research facilities, four of which are abroad (Italy, Netherlands, USA)
Three sections: Biology and medicine sectionChemistry, physics, and technology sectionHuman sciences section
21.200 jobholders (staff, grantees, and visiting scientists)
Budget 2011: 1,4 billion Euro
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Women in scientific research in the EU
Women in scientific research remain a minority (30% of researchers in the EU)
Women’s academic career remains markedly characterised by strong vertical segregation
On average throughout the EU-27, 13% of institutions in the Higher Education Sector are headed by women and 9% of universities have a female head.
Source: She Figures 2009 (data from 2006)
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13,5%14,7% 15,1% 15,3% 16,1% 16,9% 17,8%
19,1% 19,2% 19,4%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Percentage of Women in the Scientific Staff at Fraunhofer2001 - 2010
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Max Planck Society at a glance
Group Women Men Total % of womenDirectors and scientific members
22 251 273 8,1
MP Research Group Leaders
30 74 104 28,8
Senior Research Scientists (W2)
62 142 204 30,4
Academic staff 1.299 3.739 4.571 28,4Helmholtz at a glance
Female scientific Staff22, 5 %Female managers 17 %
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Fraunhofer-Mentoring-Programm Goals
Fostering career for scientific staffMore women into applied research
MenteesScientific staff of both sexes - 75 % women, 25 % men
MentorsManager at the institute but not the mentee‘sd direct supervisor. If desired, a mentor from a different Fraunhofer institute or from outside Fraunhofer can partner the mentee for one year
Supporting programIntroductory workshop with mentee und mentorsFeedback by questionaire or interview, seminars for menteesClosing session with mentees, evaluation by phone call
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Minerva-FemmeNet
Network for female scientific researchers at Max Planck Society
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Aims and benefits of the programmeAims:
Individual career advancement for female scientists Furthering equal career opportunities for female scientists Increasing the percentage of women in executive and in
mid-level faculty positions
Benefits for the Max Planck Society: Creating a “Corporate identity” Forming a link between alumnae and their former institutes,
establishing an “old girls’” network
Registration: No formal selection process among the applicants Application is possible at any time
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Mentoring at Helmholtz - Figures
30
50
15
0
10
20
30
40
50
60
"Taking the lead" Management Academy Young InvestigatorsGroups
Participants
Each year the Helmholtz Association‘s Head Office supervisesapproximately 100 mentoring tandems.
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Taking the lead… Helmholtz mentoring programme for young female managers
Kick off
Orientation
Workshop I
Workshop II
Closing CeremonyM
ento
ring
Indi
vidu
al D
iscu
ssio
ns
Coa
chin
gIn
divi
dual
Ses
sion
s
FrameworkProgram
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Evaluation Interviews with the tandems show that for mostly all mentees and mentors, the
mentoring time is very profitable. Some of the tandems even planned to continue the relationship after the formal
end of the program. Content of discussions: Integration into the institute, professionally relevant
enhancement of skills, acquisition of informal knowledge and rules, strategic career decisions, women in professional fields dominated by men, personal life planning, orientation in a new professional field
For the future evaluation a polished description of the criteria of success of a mentoring relationship has to be worked out.
The careers of the mentees after the end of the mentoring program has to be persued in a systematic way.
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Conclusion The centrally coordinated mentoring programs encourage networking between
individual institutes and centers and considerably strengthen participants identification with the sponsoring organisation
Inter-organizational networks are also forming: The three non-university research organisations are already working closely together on the recruitment of mentors
Joint advisory workshop for mentors with the aim of identifying future opportunities for collaboration will be integrated in the concept.
The opening of some programs to men, can bring mentoring programs out of the „women‘s corner“, but mentoring programs enable women to catch up in the working world.
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Famous Tandems
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Thank you for your attention!!!!!!
Any questions left?
Katharina SauterPersonnel Development