GENERAL MICROSCOPY 



possible to develop or grow in a professional 

 way without going into administrative work. 

 C^^ananiid has such a program so that we 

 are able to recognize the ability of the 

 specialist and reward him accordingly. 



In designing such a program, the question 

 arose: What kind of program can we design 

 that will retain, develop and reward a crea- 

 tive scientist in his field of competence and 

 not force him into manager ranks as the 

 only means of obtaining these rewards? If 

 the administrative progression is the only 

 way for advancement, then we may lose a 

 good creative scientific specialist and obtain 

 a poor manager. Many scientists can and 

 should become managers, but those who 

 have neither the desire nor the ability should 

 not be forced to become managers in order 

 to advance in their profession. 



One way to accomplish this is to change 

 the conditions which force many scientists 

 to become administrators in order to get 

 more money and recognition. We know from 

 attitude surveys that more money alone is 

 not the answer to the problem. The profes- 

 sional scientist is interested in the nature, 

 scope and structure of his assignment and 

 the relationship with his scientific colleagues, 

 both within and outside his own company. 

 He wants and has the professional right to 

 an opportunity to contribute to scientific 

 journals, participate in technical conferences 

 and to expand his scientific horizons. He 

 wants to know how his supervisors view his 

 present performance and competence and 

 what his future possibilities are in the or- 

 ganization. 



In setting up a new program for profes- 

 sional growth at Cyanamid, we began by 

 establishing certain minimum requirements 

 or standards for competence. Within these 

 broad standards were various levels of per- 

 formance, knowledge, experience and poten- 

 tial through which the scientist would grow 

 at various stages of his career. These levels 

 of competence are in turn related to salary. 

 It is possible for a man to move up from 



level to level without changing his job. He 

 is not limited or hemmed in by a series of 

 compartmentalized job descriptions. These 

 new levels of professional accomplishment 

 measured against the existing levels of 

 managerial accomplishment form the basis 

 for Cyanamid 's Professional Development 

 Program. Here the man is evaluated, not 

 the job. Growth possibilities depend upon 

 the ability of the man, not the confines of a 

 job. 



Figure 1 shows the progression of develop- 

 ment in Cyanamid 's Central Research Divi- 

 sion. The B.S. graduate enters at level 1 as a 

 Scientist (i.e., Chemist, Physicist, Biologist, 

 Chemical Engineer, etc.). After a minimum 

 of one year's experience, it is possible for the 

 outstanding man to reach level 2. This level 

 has qualifications similar to that for the M.S. 

 degree, and the M.S. from college enters at 

 this level. After a minimum of five years' ex- 

 perience from graduation the outstanding 

 man can reach level 3, and at such time he is 

 advanced to Research Scientist. 



The Ph.D. enters into the organization 

 near the top of level 3. The outstanding 

 Ph.D. moves into level 4 after one year of 

 experience. A minimum of five years after re- 

 ceiving his Ph.D. he may move into level 5 

 and advance to Senior Research Scientist. 

 The outstanding B.S. or M.S. in science or 

 engineering can progress through the same 

 levels. For those who wish to develop further 

 professionally there are the higher levels of 

 Research Associate, Research Fellow and 

 Senior Research Fellow. 



On the management side the Group Leader 

 is the first position, and these are chosen from 

 levels 4 and 5, depending upon the responsi- 

 bilities of the position. The advancing posi- 

 tions in this program are Manager of a Sec- 

 tion and Director of a Department. It is 

 possible to move from the professional side 

 to the management side and vice versa. It is 

 no longer necessary for research scientists to 

 become managers to enjoy status or income. 



A word here about the concept of expe- 



382 



