JOBS for GRADUATES in CHEMISTRY G. ROSS ROBERTSON Univemity of California, Los Angeles California
I
N A recent canvass of chemical executives, mostly
industrial, the following question was asked. "What strikes you as the one principal shortcoming of the college graduates who enter your employ?" To the surprise of some persons, the replies yielded no complaint that the young bachelor of science did not know how to weigh, filter, or distil, or that he was short of chemical information. On the contrary, the laboratory directors seemed to have forgotten that they were hiring men qualified primarily in chemical science. I quote Chief Chemist A. "The boys do not know how to write good English
or to organize their material. Recently I asked one of our newest college graduates to run a series of tests on rubber samples, and to report results to me. The tests were acceptably done, but the report is not intelligible. We are quite willing to teach this young man rubber technology; but we think that the problem of clear and coherent writing of notebooks and reports belongs to the educational institution from which he came!" After deciding that this testimony was more pertinent than pleasing, we quizzed Chief Chemist B, a petroleum expert, carefully avoiding comment on the first answer.
"If a young chemist is going to progress in this company, he will soon find himself in an office. Can he dictate anything intelligible to a stenographer? "Here on my desk lies a telegram from the head officein San Francisco. I must answer this a t once in a few words. Words cost money over the wire. I must get my point over without offending the chief executive a t the other end of the line, but without the possibility of misunderstanding." Chemist C continued the argument with similar views, figuratively addressing the young man directly. "There is something stubborn in your makeup which I know well from experience. You take your problems in mathematical chemistry very seriously. You admit their importance. But English composition-not literary production but plain effective presentation of scientific fact and logic--does not impress you until a t last you bump into some utterly practical executive in industry who tells you what you should have realized in school days." Chemical Engineer D puts in a word for oral English. He describes a scene where the chief chemist, quizzed by manager, engineer, and, division superintendent, intermpts an office conference to summon a young employe from the laboratory where the latter has been working out the details of an experiment under discussion. Some young chemists, thus "put on .the spot," waste time with superfluous apologies about the sony appearance of their laboratory aprons. They stumble over the simple problem of describing their work, repeating the tiresome platitude "you know," when as a matter of fact the auditors don't know. Another employe, on the contrary, who has paid some attention to simple public speaking, goes directly to the point and presents his facts clearly. After such an employe is excused from the conference the first comment from the manager is not on the chemical problem, but rather on the personal merits qf the man who has just departed. Those who do not continue for higher Eegrees should realize that the bachelor of science in chemistry, launched into industry, will be primarily occupied in production, sales, or purchase, not research. There are of course low-paid routine jobs connected with research, but these do not offer promise of advancement in that field. Mr. E, production manager for a multimillion-dollar chemical industry, testifies, "We don't hire routine employees for technical service. We always have more of them than we need, left over from tryouts in various departments. We bring in only those who we think have a chance to become managers, superintendents, chief chemists. We know full well that we will often miss our guess. To be sure, when we do miss our guess, we do not pronounce the employee as a failure, even though he doesn't have the 'spark.' " Mr. E then described the young man who does have the "spark." "We put a half-dozen new boys in a laboratory, tell them what they are to do, and walk out. Next day we return. We find Bill Jones running the place and
the other five liking it. Bill's the man we are looking for!" Although each executive has a slightly different story, upon one point they are unanimous. They are all looking for the alert fellow. Alertness, however, does not mean vivacity, talkativeness, or snappy style of speech. It does not necessarily mean A grades in college, though to be sure the chances are higher in the "A" bracket. Alertness probably does not start de novo within the being of a young man after graduation, but apparently i t may in his sophomore or junior year. It has nothing to do with high-strung nerves, phlegmatic temperament, fatness, leanness, or nationality. Alertness is never twice characterized by just the same activities. Mr. F, college professor, throws light on the question by the negative method of describing a non-alert student. He is primarily a course-taker and unit-accumulator. He is always talking about methods of getting grades instead of an education. The professor he had last year cannot remember who he is when the department chairman makes a personal inquiry. He never tries any specialties or unusual methods. He feebly complains that the chemistry department doesn't tell him where to find the answers to the questions a t the end of the chapter. He alleges that they always did this for him in high school. When the professor schedules a small research problem in the advanced laboratory course, he expects the University (including the storekeeper) to tell him everything that is to be done. If the problem does not solve itself as srpoothly as the preparation of nitrobenzene, he looks sadly and reprovingly a t the professor. He never "browses" in the chemical library, but uses that institution only for required assignments and for comfortable quarters in which to *work problems in physical chemistry. He never tries glassblowing, assuming that he would make a mess of it. He never builds a potentiometer, homemade after the manner of a radio set, or a private automatic water bath, or fixes up conveniences for himself in quautitative analysis. He is surprised a t the result of throwing a damaged liter bottle into an empty waste crock, and suggests that we get better crocks. He never seeks an assistant's job for any other purpose than dire financial need. He never shows symptoms of proprietorship, or shows any positive interest in the University's property. He never discovers an obsolete piece of apparatus which he can adapt to his needs. He never does anything which was not specifically assigned by the instructor or laboratory manager. He never puts in overtime except to suit his own sweet convenience; e. g., to finish a distillation in Experiment 15, or to complete a qualitative "unknown" analysis while his sleeves are rolled up.
He knows nothing of the research problems under way in the laboratory, or who is working on them, or who is directing them. He has no "inside knowledge" of anything. He never observed the difference between sodium and potassium dichromates; that wasn't given in any of his courses. The problem of storing sal soda, calcium chloride, or sodium sulfite he has never heard of. He doesn't know any chemist or laboratory worker excepting his instructors and fellow students. When the professor during the lecture writes the names "Midgley" and "Whitmore" on the blackboard, he leaves them out of his notes; what's the use? They won't help in the final examination. When this poor wretch finally looks for a job, the personnel officer sends him over to see Mr. G, chemical engineer in the firm. "You think you want an oil job, do you? Have you applied to any other company?" "Yes," admits the young man with an unnecessary guilty look. "Where?" "Standard Oil Company." "Whom did you meet there?" counters Mr. G. "Oh, I don't exactly know; the man in the office!" At this juncture the applicant receives the standard formula of soothing words of dismissal, and shortly finds himself out in the street thinking Mr. G is a rather nice fellow after all. This engineer continues with advice to young applicants, summarized as follows. Don't begin by making vague impersonal inquiries a t the central offices about employment. Find out who the chief chemist, superintendent, or manager is by name. If none of these gentlemen can do anything for you, get them to suggest others by name in other industries. You will certainly not hurt your chances by telling the next executive, "Mr. X suggested that I see you." Show interest in a quiet but kindly way iri the activities of the prospective employer and his associate. You are of course inexperienced, and dare not bluff about your capabilities; but show firm confidence that you can do the kind of work wanted a t that plant. Study from the standpoint of your own special personality the neat distinction of being smart but not smart Aleck. Be cheerful. Job-hunting is not helped by solemn and sorrowful looks. An employer is not one whit attracted by a look of desperation on the face of a twenty-three year old graduate. If he's that way a t twenty-three, what will he be like a t thirty-three? Let your prospective employer know if you have ever had successful experience in managing men. For example, did you once run your father's print shop for two months during a serious parental illness? Don't be deceived by an offer of temporary employment, declining i t on the ground that you want a steady job. One chief chemist regularly uses this device to sift the good ones from the poor ones. With the latter he saves face by merely notifying them that the temporary job is done.
Be prepared to answer this sudden question from your would-be employer-"Why do you think yon can be of service to this company?" Remember that the employer, officially speaking, is not a t all interested in your need for income. His business is to make profits for the company, and to that end he may see value in you. If vnu are " given a blank form to fill out, be sure to -sign your name to it, and give all necessary street and telephone numbers. This childish advice is really needed, according to the local employment committee of the American Chemical Society. If now you do get a job elsewhere, have the courtesy to notify the other fellow, with thanks, that his attention is no longer needed. This might pay some day. TH!3 ATTITUDE OF THE NEW EMPLOYE
Assuming now that the young graduate has a t last landed a job, the chemist-executives continue their advice. Remember that it is not your admirable personality which will win you favor half so much as a lack of annoying habits. Read the illuminating editorial by Howe1 pointing out the manifold ways in which an employe can irritate his fellows and his chief, working eight hours daily in their company. - Work accurately. Even a t the risk of being branded as a slow performer for the time, get the results right before yon report. Your boss will never give you real responsibility until he knows that your work doesn't need checking by him. But watch: in your desire for accuracy, don't make a foolish stwggle for onetenth-per cent. precision when two per cent. meets the industrial requirement and saves half the time. Don't expect the chief chemist to tell you all the details of your little problem. Later when he has to refer an inauirina to you for those details, - superintendent take courage. You are progressing. Don't tell the chief that you "don't 1ike"'gravimetric analysis, prefer synthesis, and so forth. If you are ever to be a higher-up yourself, you must know a t first hand how the plant carries out many operations, and yon are not going to become popular by emphasizing dislikes which are trivial anyway. Don't miss a chance to manage eniployes. It may be only a dirty job bossing three ignorant laborers, but seize it, and give it your most serious attention; that is, not only the mechanics of the job, but its psychology. Assuming that you have learned the art of working with your fellow employe, you sooner or later face two more problems: ( a ) how to get along with the boss, and (b) how to get along with the subordinate. Mr. G continues with a concrete illustration of each. (a) You have had the good sense to join the American Chemical Society and attend its local meetings. You do not wait feebly for people to shake your hand. You initiate cheerful dinner conversation yourself. As a result of all this you discover an interesting new friend
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HOWB, Ind. Eng. Chcm., 28, 627 (1936).
who is chemist for a concern manufacturing cutting oils. Some weeks later you happen to catch a telephone call at the laboratory. A client, observing that your firm is an "oil" company, wants to know about cutting oils, which you do not handle. You know just what to tell him. But wait a minute. You ask the client to hold the wire, and you consult your chief chemist. The chief has no such fresh information, and you quickly provide him. Perhaps he will send you hack to the phone; or he may relay the information himself, giving the weight of the company's official recommendation, whatever that is worth. Briefly, do not try to take the credit for minor services, even if the chief is selfish. I t may be that he fears you, an alert newcomer with modern training; not for today, or tomorrow, but for the uncertain future. A little expression of loyalty on your part will not hurt your standing in that laboratory. (b) After you have put in many months as analyst, wielder of the pipe wrench, control chemist, still operator, and so forth, your superiors have decided to promote you. I t happens that your new job sends you back to the old still house where for several months you personally served as operator. Your old job is now held by an uneducated practical operator, a man of forty who has a wife and two children. You have the task of getting this man to help you d e c t some small improvements in distillation for which your education and short experience seem to fit you. But you are only twenty-six years of age. It happens that your new subordinate has been detained unduly by some chore in the adjoining shop. In the meantime you notice that the pressure gage reads three hundred pounds. It should be two hundred fifty. Stop and think a moment. Is this an emergency, with the safety of the Company's property hanging in the balance? If so, turn the proper valve; you know the equipment and the remedy.. But if no such emergency really exists, don't touch that valve! Find your man and questiofi him tactfully and quietly. Results will be had immediately. The subject is not mentioned again-to the operator, the super-
intendent, or the manager, unless real trouble should arise. By this technic you have avoided making for yourself an enemy, but you haven't yet made a friend. Your operator is secretly afraid of you, an upstart whose practical skill he discounts, but whose scientific training he cannot match. He is no "chicken," and he has learned some of the devious ways of the world. He can do, or fail to do, a lot of intangible things which will brand you, not him, as an inefficient research engineer. In brief, he considers you a threat to his job, since you are not there as a superintendent but merely as a special deputy. You have on your hands chemistry, physics, and psychology, and the greatest of these may be psychology. You now really start to work. Admitting fairly your shortage of practical experience, do not hesitate to ask the operator's advice every time the question is reasonable. Perhaps the operator becomes a bit independent, however, and proceeds to carry out the program in his practical way. Now is your turn to he smart, if you are reasonably lucky. If he can succeed with his hunch methods, this merely demonstrates that somebody blundered in sending you out there. The job was too easy. More likely, however, he won't "get away with it." Let him hang himself with his own ropes, not long enough to harm the Company, or to delay the game too much, hut long enough to make him appreciate help. At this juncture-or it may be several j u n c t u r e s you enter the picture with a simple matter-of-fact offer of help. There is no sarcasm, no "I-told-you-so" or airing of scientific language: You simply get him out of his tropbles. Perhaps the superintendent learns of the trouble, but you claim no individual credit. "We fixed it up." When the operator finally learns that despite your few years you have no desire to lord it over him or anybody else; that you recognize his place with the Company and are sincerely 'anxious to preserve his position as well as yours; in short that you are a "good guy," then your chances in chemical industry are bright.
