Get insight into 10 career-related areas so you can help your son or daughter plan for a career.

1. Choosing a career/choosing a major

Security vs. adventure. Accountant, Peace Corps volunteer, journalist, college professor.

Ultimately, your son or daughter should make the choice. Of course, you may want to mention factors to consider, such as job-market demand, salary ranges, long-range opportunities, skills required, and so forth. Just because an occupation is "hot" now does not mean it will be equally in demand in 10 years, or that your child has the aptitude or motivation for it.

2. Choosing to double major/choosing a major and minor

Most employers do not place a students 6premium on a double major. It usually requires an extra one or two semesters to obtain a second major and does not particularly enhance a student's marketability. Exceptions would be a second major or a major and minor chosen for a specific career, such as English and chemistry for technical writing, or a health policy major and business minor for hospital administration. Of course, some students may choose to double major primarily for academic/intellectual purposes.

3. Grade point average (GPA)

Some students who get off to a rocky start eventually pull up their grades; however, this can be difficult to do. Advanced placement credits and study-abroad courses generally do not count in the computation of a student's GPA.

Some employers use GPA cutoffs in considering applicants for job openings. Others stress the student's overall background: experience, number of hours worked during the school year to finance college, leadership activities, and other key skills or attributes. Encourage your son or daughter to make academics a high priority beginning with the freshman year. Nevertheless, it is important to remember that it may take him or her a while to adjust to the rigorous academic demands of college.

4. Obtaining marketable skills

Most employers today put more emphasis on graduates' skills than on their academic majors. Encourage your son or daughter to develop strengths in at least two or three of the following areas:

  • Quantitative skills (e.g., accounting, statistics, economics);
  • Communication skills (e.g., written and oral);
  • Marketing/selling skills (e.g., sales, publicity, fundraising);
  • Scientific skills (e.g., lab skills, scientific research);
  • Leadership skills (e.g., supervisory, extracurricular leadership roles, teamwork/team leader).

5. Leadership activities

Many employers rate leadership activities even more highly than GPA. Students who were very active in high school activities may be less involved in college extracurricular activities. However, employers regard high school as "ancient history" for a college senior. It is more valuable for a student to be involved in a few meaningful leadership roles on campus than to be in a "laundry list" of many campus clubs.

6. Experience

You may want your son or daughter to work in his or her hometown every summer. However, the experience gained as a lifeguard or ice cream shop counter clerk does not compare to that which comes from an internship in the career field that he or she aspires to enter. Future employers will seek graduates with relevant, real-world work experience. Some students have little to write about on a resume if their summers were spent in school, traveling, or working at low-level jobs. We strongly suggest that students seek career-related experience for their sophomore and junior summers.

7. Graduating early, graduating late

Some students graduate early through advanced placement credits, heavy course loads, and summer school courses. The advantages are lower educational expenses, and the ability to start employment or graduate school earlier. The disadvantages may include the sacrifice of academic honors, work experience, and extracurricular and volunteer activities that may contribute to a student's maturity level and qualifications.

Other students graduate late due to light course loads, academic difficulties, changing majors, poor academic advising, lack of direction, or reluctance to leave the cocoon of the college environment. Advantages to late graduation include the ability to improve grades with light class loads, extra time to change majors, the ability to take additional electives to improve marketability, and extra time to gain more career-related or leadership experience. Disadvantages to late graduation are increased college costs, and possible disapproval of employers and graduate schools.

8. Planning for graduate/professional school

Students aspiring to graduate or professional school should:

  • Be clear about the reasons they want to go on for further education;
  • Research the qualifications required for admission and be realistic about their chances of acceptance; and
  • Have a "Plan B" or back-up plan in case they are not accepted.

Students should discuss their interest in graduate or professional school well before their senior year with their academic adviser; the college's graduate or professional school adviser (e.g., the pre-law or pre-med adviser); and a college career adviser to obtain advice and guidance from three different perspectives.

9. Taking time off

Many students want to take time off after college graduation and before attending graduate school or taking a career-related job. Future employers will want to know how the student has spent the intervening time. Do activities during this period demonstrate relevance to future career goals and/or a good work ethic?

While short-term travel may be personally broadening, it does not increase a student's marketability to employers unless it is seen as career related. Therefore, the time off may result in a longer job search. For example, management trainee programs, which often begin shortly after graduation and hire large numbers of new graduates, may be filled by the time your child is ready to begin a job search.

10. Using the college career center

Students should visit the career center no later than their sophomore year. Most career centers provide individual career counseling/advising, workshops, internship assistance, and career fairs and programs—services designed specifically for underclassmen.

Your son or daughter should seek help early with choosing a career and preparing for it. Competition for good jobs, particularly in certain fields, is stiff. The career center can advise students about how to become strong candidates for their fields of interest.

By Marcia B. Harris and Sharon L. Jones. Courtesy of the National Association of Colleges and Employers.

UAB News

  • UAB Nursing’s Moneyham elected to two-year term on NLN Board of Governors
    Moneyham was elected to the position in October and will continue in her role as president-elect of the Alabama League for Nursing.

    University of Alabama at Birmingham School of Nursing Professor and Senior Associate Dean for Academic Affairs Linda Moneyham, Ph.D., was recently elected as a governor-at-large to the National League for Nursing Board of Governors. 

    Moneyham was elected, and her two-year term began, at the NLN’s 2015 Education Summit in Las Vegas in early October. She is also president-elect of the Alabama League for Nursing and has previously served on the Board of Directors for the Georgia League for Nursing. 

    The NLN is the premier organization for nurse faculty and leaders in nursing education, offering faculty development, networking opportunities, testing services, nursing research grants and public policy initiatives to its more than 40,000 individual, and more than 1,200 institutional, members, which comprise nursing education programs across the spectrum of higher education and health care organizations.

  • Strategic investments will boost UAB research and economic development
    UAB Research Administration carefully invests to keep investigators competitive in an era of tight grant funding.

    (Left) Richard Marchase, Ph.D., vice president for Research and Economic Development, and Kent Keyser, Ph.D., assistant vice president for ResearchThe University of Alabama at Birmingham is an economic engine for metro Birmingham, and research is a key driver. This impact can be measured by both the hundreds of millions of grant and contract dollars flowing to UAB and the potential to leverage the resulting discoveries and innovations into commercialization.

    To keep UAB’s research engine in tune and boost its performance, the UAB Office of the Vice President for Research and Economic Development, or OVPRED, strives toward three paramount goals, says Vice President Richard Marchase, Ph.D.:

    • Facilitate the best grant applications, via a new electronic portal to Research Administration.
    • Maximize research capacity
    • Enhance the economic development that is based on UAB research and scholarship

    Major changes to improve each of these goals are underway in OVPRED, as UAB’s strategic planning process continues. These changes take place in an increasingly competitive environment for federal grant dollars, where the inflation-adjusted National Institutes of Health budget from 2003 to 2012 has lost 19 percent of its purchasing power. Research universities must more and more act like the private sector in their quest for efficiency, streamlined procedures, great customer relations and new business development. Many steps are being taken toward each of the three goals.

    UAB offices involved in IRAP include:
    • Office of Sponsored Programs
    • Institutional Review Board for Human Use
    • Institutional Animal Care and Use Committee
    • Material Transfer Office
    • Conflict of Interest Review Board
    • Animal Resources Program.

    “Thanks to our gifted and dedicated research faculty, staff and students, our federal research funding has increased in spite of overall declines nationwide in recent years,” said UAB President Ray L. Watts. “Dr. Marchase and his team have developed and continue to implement a thoughtful and aggressive strategic vision that will capitalize on our positive momentum and lead to even more impactful results across our research enterprise.”  

    The new electronic portal to Research Administration

    The major stream of UAB research dollars — including $225 million of NIH funding in fiscal 2015 — is awarded through successful grant applications. Yet the administrative burdens in proposal, protocol and report preparation are major hurdles that impede research efforts.

    UAB is building a single electronic entrance to its research administration offices — an interconnected group of 12 software modules called the Integrated Research Administration Portal, or IRAP. Through these, researchers can look for funding opportunities, connect with the variety of offices involved in grants and research, and have the ability to look up all records connected with a grant application. Common supporting records and documents can be shared across the modules, eliminating the need for redundant forms. Researchers can learn where a pending application is in the process. Administrators can better find and fix bottlenecks that impede workflow and lengthen turnaround times.

    Effect of IRAP on processing turnaround times, 2014-15:
    • Receiving Material Transfer Agreements, 35 percent reduction (about 17 days)
    • Initial protocols by the Institutional Animal Care and Use Committee, 30 percent reduction (about 20 days)

    UAB has opened seven of the 12 planned IRAP modules, Marchase says. As IRAP increases accountability in the research administration procedures, the research support units are emphasizing a customer-service mindset toward their customers — the UAB investigators.

    Maximizing research capacity — industry support

    Jason Nichols, O.D., MPH, Ph.D., assistant vice president for Industry Research DevelopmentMost of UAB’s research support comes from federal agencies that have strict rules and little entrepreneurial flavor. A far different revenue stream stems from contracts with industry, which offer flexibility and room for entrepreneurship.

    To better connect with that revenue stream, UAB opened an Office of Industry Engagement this fall.

    “The trend in academia is to form a separate office to deal with industry, to get efficiency and speed,” said Assistant Vice President for Industry Research Development Jason Nichols, O.D., MPH, Ph.D., who came to UAB in August from the University of Houston, where he ran clinical trials and did vision science research. “We want to be industry-friendly, both internally and externally.”

    Nichols’ office is examining existing practices with industry contracts: How do we do things; where are our efficiencies; where are our inefficiencies? The office also engages industry, to identify and strengthen key relationships, and to foster new relationships.

    “We are a single point of contact,” Nichols said. “We can help investigators and offer advice on contracts. In a research agreement, you can negotiate for anything. They require a more entrepreneurial spirit.”

    Nichols wants industry to view UAB as friendly to work with. That will begin with decreasing the time it takes to execute a Confidential Disclosure Agreement, the initial step to a possible contract. Responsibility for executing those agreements moved to Nichols’ office, and more input into the completion of the ensuing industry Research Agreements will follow.

    Done well, Nichols office will lead to industry contracts that result in good science for the researchers and good data for industry. “The No. 1 goal is to build the research portfolio, and let people know we are here to support one-stop shopping,” Nichols said.

    UAB contracts for industry support:
    • Fiscal year 2014, $40.4 million
    • Fiscal year 2015, $46 million
    • About 80 percent of contract funds are for clinical trials with potential benefits to patients, including 186 trials worth $34 million in fiscal year 2015

    Maximizing research capacity — funds to support core facilities

    Kent Keyser, Ph.D., assistant vice president for Research, leads two other efforts to maximize research capacity at UAB. The first involves core facilities — the centralized, shared research resources that provide access to instruments, technologies and services, and have dedicated personnel, equipment and space.

    Support for cores traditionally comes from fees charged to users and P-type grants from NIH. In the current tight funding environment, this support is shrinking, yet cores remain an essential part of UAB’s research capability and competitiveness.

    Criteria for core support:
    • How large and widespread is the user base?
    • What is the state of the technology?
    • Does the core have a reasonable business plan?
    • Is the core an important part of the UAB research portfolio?

    This spring, OVPRED issued a request for applications from existing UAB cores that needed institutional support because of revenue shortfalls. Out of 20 applications, 12 cores were chosen by a panel from four different UAB schools, and they will be funded for a total of $700,000 a year for three years. The support levels range from $30,000 to $100,000.

    Some cores were selected for revenue shortfalls like the loss of a P grant or sharp increases in reagent and material costs. Some were selected because they need developmental funds. “Both are meritorious investments,” Keyser said.

    Maximizing research capacity — new pilot interdisciplinary research centers

    Keyser’s second effort to help maximize research capacity involves UAB’s university-wide interdisciplinary research centers, such as the UAB Comprehensive Cancer Center. There are 20 approved centers; but evolving strategic needs also require the launch of new, pilot centers focused on emerging areas of research.

    In a pilot initiative, UAB will provide funding for the Structural Biology Center, as well as three new centers pending University of Alabama System Board of Trustees approval: the Microbiome Center; the Center for Emerging Technology Investigations, Forensics and Security; and the Disability Health and Rehabilitation Science Center. Funding for each will be $100,000 a year for three years.

    “These pilot centers are investments in our own investigators to stay competitive in an environment of intense competition for grants,” Keyser said.

    UAB pilot centers will pair with a successful, existing center to help develop:
    • A critical mass of investigators
    • A business plan road map
    • An advisory group
    • A program of enrichment seminars, symposia, workshops and possible courses.

    Enhancing economic development

    Kathy Nugent, Ph.D., executive director, Bill L. Harbert Institute for Innovation and EntrepreneurshipA game-changing step for UAB is the creation of the Bill L. Harbert Institute for Innovation and Entrepreneurship. The Harbert Institute is meant to support economic development at UAB and in Birmingham and the state of Alabama through campus collaborations, strategic investment, strategic development, business development, marketing and commercialization.

    The Harbert Institute was launched as the Institute for Innovation and Entrepreneurship in 2013, and it was renamed this year after a $5 million gift from the Joy and Bill Harbert Foundation. The funds will build space for the institute in the planned new Collat School of Business building.

    Definition of an evergreen fund

    All investment proceeds flow back into the fund for its growth and maintenance

    The future shared site for the Harbert Institute and the business school, at University Boulevard and 13th Street South, will be a nexus to spur entrepreneurship and educate future management talent for startup ventures. The foundation’s gift will also be part of an ‘evergreen’ investment to move UAB internal projects from an idea that may have commercial potential to a proof-of-concept or prototype development.

    “Our primary focus is continuing to develop ways to fully transition our campus into a place where innovation and entrepreneurship thrive,” said Kathy Nugent, Ph.D., executive director of the Harbert Institute and a senior biotechnology executive with more than 20 years of health care industry experience. “We want to continue to build strong relationships with the investigators and work harder to make Birmingham an innovation hub, anchored by UAB.”

    Each year, the institute gets about 100 ideas from UAB investigators for possible patent protection and commercial development. Each Intellectual Property Disclosure goes through a triage process with a licensing team at the Harbert Institute. If a decision is made to pursue patent protection, the team also works with the investigator to develop a commercial path — with strategies and milestones for progress — for the product or technology.

    Partners with the Harbert Institute for coordinated economic development will include:

    • Innovation Depot
    • Birmingham Business Alliance
    • Southern Research
    • Alabama Department of Commerce.

    Going forward, Nugent says the institute will:

    • Train UAB investigators how to better get research out of the lab and into companies
    • Develop new models to increase the number of spin-off opportunities, especially through small-business grants
    • Be more aggressive in deal-making and licensing, with an emphasis on closure
    • Continue to support and drive education that is related to innovation and entrepreneurship

    In coming years, the Harbert Institute — together with the entire UAB campus — can strengthen the Birmingham economy through the transformation of UAB intellectual property into new business ventures that remain in the metro area.

  • UAB senior Luke McClintock first-round finalist for highly competitive Hertz Fellowship
    Approximately 600 students apply for the Hertz Fellowship each year; only 15 percent are invited for a first-round interview.

    University of Alabama at Birmingham senior Luke McClintock has been selected as a first-round finalist for the Hertz Fellowship.

    The Hertz Fellowship provides financial support toward graduate education to exceptionally talented students in the applied physical, biological and engineering sciences. Through a rigorous application and interview process, the Hertz Foundation seeks to identify young scientists and engineers with the potential to change the world for the better, and support their research endeavors from an early stage.

    McClintock is UAB’s first finalist for this award in nearly a decade.

    “Luke’s selection to be interviewed for the Hertz Fellowship speaks highly of the rigorous undergraduate education he has received at UAB,” said Ashley Floyd Kuntz, Ph.D., director of national and international fellowships and scholarships at UAB. “Luke possesses the unique combination of technical expertise and creativity necessary to become an innovator in his field.”

    Each year the Fannie & John Hertz Foundation conducts a national search for new Hertz fellows. The foundation selects roughly 150 candidates from more than 600 written applications received. Of those, 50 are selected for a second-round interview. Only 15 to 20 students will be awarded a Hertz Fellowship.

    “I am extremely excited and equally nervous about my selection for an interview,” McClintock said. “My research mentor, Dr. Hilton, is doing all he can to help me prepare. There is no telling what the outcome of this interview will be; but win or lose, I am thrilled to have made it this far.”

    McClintock’s research interests include the use of high-powered magnets. Under the mentorship of UAB physics professor David Hilton, Ph.D., McClintock has spent time conducting research at the National High Magnetic Field Laboratory, the largest and highest-powered magnet lab in the world, as well as the Los Alamos National Laboratory.

    Upon graduating in the spring, McClintock intends to conduct materials research on the advancement of renewable energy technology, specifically in the area of photovoltaics and solar energy, and obtain a doctoral degree in physics.

    McClintock is a 2015 Goldwater Scholar and received honorable mention as a sophomore applicant in 2014. He is a student in the UAB Honors College’s University Honors Program and is pursuing a dual degree in physics and chemistry in the UAB College of Arts and Sciences.

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