lab manager november 09

8/21/2019 Lab Manager November 09

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Volume 4 Number 9November 2009

WAGES, CORPORATECULTURE, LIFE-WORKBALANCEAN OVERVIEW OF EARNINGS,INDUSTRIES AND EDUCATION

BASED ON GEOGRAPHY

NEXT LEVEL

TAKING YOUR CAREER TO THE
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Novem

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10CONTEN

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LEADERSHIP & STAFFING

22 Creative Techniques for Motivating Your StaffOne of the core accountabilities of a manager is to motivate his or her staff. If the level of enthusiasm is low,the manager must bear the major responsibility. Managing motivation can best be understood by looking atthree areas: the climate or environment in the work group; the policies and practices in the organization; and

the characteristics and interests of individual employees.Ronald B. Pickett

LAB DESIGN & FURNISHINGS

28 Scientists Are from Mars, Designers Are from VenusWith a wink and a nod to John Grays 1992 book, Men Are from Mars, Women Are from Venus, it can be arguedthat differences in communication styles and project perspectives between scientists (laboratory users) and de-signers (architects and laboratory planners) can be the cause of challenging, frustrating and often failed experi-ences in the laboratory design and construction process. The good news is that it doesnt have to be that way.

H. Michael Smith, AIA, and David I. Meyer, Ph.D.

TECHNOLOGY & OPERATIONS

30 Supplying High-Purity GasesSelecting the most effective source for high-purity gases is a critical issue for laboratory managers. In-housegeneration of gases offers the following advantages: gases are continually provided; it is not necessary to re-place tanks on a periodic basis; less energy is required to supply gas, since tank gas or liquid nitrogen requiresdistillation of air and transportation of tanks to the final point of use.

Kim Myers and Peter Froehlich

BUSINESS MANAGEMENT

46 Construct ive FeedbackIn the vendor-customer relationship, feedback is important. Positive and negative feedback helps companies de-velop core strengths and identify areas of improvement in manufacturing, delivery, pre- and post-sale support,and product development. A good company will proactively seek feedback by contacting customers and listeningand responding to their comments; by analyzing feedback for product/service improvements, market trends andopportunities; and by creating a plan of action.

Deborah Farnham

MOVIN UP - HOW STRATEGIC PLANNING CANTAKE YOUR CAREER TO THE NEXT LEVELSuccessfully taking your career to the next level is l ike using a road map. You have to know where youre going in order to plan aroute to get there. The first step is to assess your skills and determine how best to capitalize on them.

John K. Borchardt

40

PERSPECTIVE ON: A CONTRACT LABContract labs perform scientific research and testing on one or more components of projects for external clients. Contracts can

last anywhere from only a few weeks for a single, specific task to many years for extended projects. Taylor Technology Inc., asubsidiary of PharmaNet Development Group Inc., is a drug development contract research organization focused on bioanalysis,the measurement of potentially new chemicals or molecular entities (new treatments) in biological samples.

Sara Goudarzi


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1947First Model E analytical ultracentrifuge

1950First Model L preparative ultracentrifuge

1963First titanium ultracentrifuge rotor

1984First tabletop ultracentrifuge

1991OptiSealultracentrifuge tubes with one-touch sealing

1994AvantiJ Series high-performance centrifuges

1998ARIES,worlds first self-balancing rotor

1998OptimaMAX, first ultracentrifuge to surpass 1,000,000 x g

2002AllSpinRotor enhances labware versatility

2003BioSafe* centrifuge systems

2007OptimaMAX-XP tabletop ultracentrifuge

2008Non-invasive securing solutions for BSL labs

2008New OptimaeXPert Software with documentation traceability

2009+More to come

* BioSafe and BioSafety are terms intended to describe theenhanced biocontainment features of our products.

2009 Beckman Coulter, Inc.

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Lab Manager Magazine(ISSN: 1931-3810) is published 10 times per year; monthly with

combined issues in February/March and July/August, by LabX, P.O. Box 216, 478 Bay Street,

Midland, ON Canada L4R 1K9. USPS 024-188 Periodical Postage Paid at Fulton, MO 65251

and at an additional mailing office. A requester publication, Lab Manager, is distributed toqualified subscribers. Non-qualified subscription rates in the U.S. and Canada: $120 per

year. All other countri es: $180 per year, payable in U.S. funds . Back i ssues may be purcha sed

at a cost of $15 each in the U.S. and $20 elsewhere. While every attempt is made to ensure

the accuracy of the information contained herein, the publisher and its employees cannot

accept responsibility for the correctness of information supplied, advertisements or opinions

expressed. POSTMASTER: Send address changes to Lab Manager Magazine, P.O. Box 120,

Georgetown, CT 06829.

2009 Lab Manager Magazineby Geocalm Inc. All rights reserved. No part of this publica-

tion may be reproduced without permission from the publisher.

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THE THIRD ANNUAL SALARY ANDEMPLOYEE SATISFACTION SURVEY 14Thanks to the more t han 1,200 lab professionals who par ticipated in this yea rs annual survey,

we highlight some interesting new data regarding base salaries, salary incentives, total cash

compensation, equity-based compensation, benefits practices and overall job satisfaction. Thesurvey also delves more deeply into questions concerning life/work balance, job security and

professional development opportunities.

SALARY AND JOB SATISFACTIONBY REGION 18According to salary survey respondents from four different regions around the country, it seems

that a majority of science professionals are very satisfied with their current positions. A major-

ity of the respondents are pleased with their day-to-day positions and seem excited about their

futures. Rich Pennock

SCIENCE MATTERS 26Employees Are Satisfied, but Organizations Still Look to improve Rich Pennock

TECHNOLOGY NEWS 34The latest equipment, instrument and system introductions to the laboratory market

LAB SAFETY 48KEEPING SAFETY IN SIGHTVision is one of our most precious senses. Injuries can lead to long-term problems or perma-

nent disability. With the cost and performance of todays safety eyewear, the risk for potential

injury is a price not worth paying. Vince McLeod

HOW IT WORKS 56Alleviating Acetonitrile Supply IssuesAccelerated, Prep-Free Mercury Analysis

MARKETPLACE 53

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8 Lab Manager November 2009 labmanager.com

EDITORS NOTE

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Art Director& Production

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AccountManagers

Contributors John K. Borchardt , Ph.D.

Glenn Ketcham, CIH

Vince McLeod, CIH

Gloria Metrick

Ronald B. Pickett

Tanuja Koppal, Ph.D.

Rich Pennock

John Buie

Publisher Mario Di Ubaldi

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Job satisfaction

What makes us happy at our jobs is obviously a combination of many

factors. But, according to our 2009 Lab Manager Magazine KellyScientific Third Annual Salary and Employee Satisfaction Survey, aftersalary and benefits, criteria for happiness include life/work balance,autonomy and respect. Whats remarkable about the scientific profes-sionals who participated in the survey is that their job environments inno way resemble the cubicle-type existence represented in cartoonslike Dilbert or the television show The Office. Labs are clearly dif-ferent and happily so. There are very few complaints about mundanetasks or even bad managers. Something about doing science seems toprovide most with intrinsic job satisfaction.

This is not to say that all is rosy. When it comes to opportunities forcareer growth, many find those lacking. For you, this months featurearticle provides some straightforward suggestions. According to the

author, the first step to career growth is mapping out a strategy. Thebasic principle of most self-improvement messages applies here aswellbefore you can be where you want to be you need to have aclear picture of where that is. Then just move toward itstep bystrategic step.

In addition to keeping an eye on your own career, managers must payattention to the happiness and satisfaction of their staff. For that, RonPickett in this months Leadership & Staffing article offers practicalsuggestions for motivating your team. One surprise is his advice tofire people. Managers tell us that this has a big impact on the rest ofthe staff and has not induced fear. Everyone knew that these poorperformers were having a negative impact on the rest of the staffand that the new manager had done the right thing.

This months Business Management article makes a case for providingfeedback to suppliers in order to help them develop core strengths andidentify areas of improvement in manufacturing, delivery, pre- andpost-sale support, and product development. Unfortunately, accordingto the author, most companies rarely solicit feedback. Which means itsup to you, the manager, to initiate contact.

I recently returned from a weeks vacation in northern New Mexico.Good vacations can take us outside our normal situations and providean opportunity to see things in a new and perhaps inspired light. NewMexicos mountains, sky and unique terrain did that for me. I hope afew of these articles can do that for you.

Kind regards,

In the October 2009 issue we published an article by Gloria Metrick entitled The LIMS

Market. In the article, the company Thermo Fisher Scientific was mistakenly referred to as

Thermo. We regret any confusion this may have caused. For more information please refer to

www.thermo.com. Thermo Fisher Scientific is the world leader in serving science, delivering

innovative solutions to the scientific community under two world-class brand names, Thermo

Scientific and Fisher Scientific.

We also neglected to include Thermo Fisher Scientific in the October issues LIMS suppliers list on page 37.

Pamela Ahlberg

Editor-in-Chief


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MOVIN UP

Movin UpHOW STRATEGIC PLANNING CAN TAKE YOUR CAREER TO THENEXT LEVELby John K. Borchardt, Ph.D.

What is the next level for your career? The answer tothis question will vary for different laboratory managers.For those who are happy where they are, it may meanbecoming virtually indispensable in their current jobassignments. For others, its the next step up the labora-tory management promotion ladder. This may or maynot involve a transfer to another laboratory or a differentdepartment. Some lab managers may decide they need tochange employers to take their careers to the next level.

Successfully taking your career to the next level is oftenlike using a road map. You have to know where youregoing in order to plan a route to get there. Your goals maybe unchangedto become vice president of research, forexample. Or your goals may have changed, perhaps dueto changes in life circumstances, such as getting marriedor having children. The need for change can arise from

something as simple as boredom with your current job as-signment. As a result, peoples career goals tend to evolvethroughout their lives. For example, the lab managerpromoted from group leader to department manager mayfor the first time seriously consider becoming manager ofthe entire laboratory or vice president of research.

Skills assessmentTo take your career to the next level, you can rely on

luck or you can engage in strategic career planning.1Thefirst approach doesnt often work well; the second does.

The first step in career planning is for lab managers toassess their skills and determine how best to capitalize onthem. They should also do a skills gap analysis to deter-mine what skills they need to acquire to take their careersto their chosen next level. The same approach is usefulin becoming indispensable in ones current assignment.Lab managers should not rely only on self-assessment.Performance reviews with their supervisors can help themcollect the skills information they need, as can discussionswith mentors and highly trusted colleagues.

Another approach is to contact a career coach, thougha coachs services are usually expensive and his or heradvice can be of limited effectiveness if the coach is nota veteran of the laboratory environment. Laboratorymanagers taking this approach should be very careful inselecting a career coach. Some universities offer inexpen-sive career coaching services to their alumni. Ones profes-sional society may offer free career coaching to members.For example, the American Chemical Society does this.The more than 70 ACS volunteer career consultants alsooffer career advice, such as how to achieve that covetedpromotion or increase job security. These career consul-

tants come from a variety of technical fields and includecurrent and former lab managers.

Indeed, becoming a volunteer career consultant for

others can be a step in taking your own career to the next

YOU HAVE TO KNOW WHEREYOURE GOING IN ORDER TO PLANA ROUTE TO GET THERE.

CREATE OPPORTUNITIESTO DEMONSTRATETHESKILLS NEEDED TO EXHIBITEXCEPTIONAL PERFORMANCE

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MOVIN UP

level. Some companies have positions in their humanresources departments that focus on professional recruit-ment and serving the needs of current laboratory em-

ployees. Moving into management assignments in humanresources can be a fulfilling career for lab managers withexcellent interpersonal skills and an interest in this careerdirection. The ranks of ACS career consultants have in-cluded some who have chosen this direction in their owncareers, including Dr. Joel Shulman (Procter & Gamble)and Dr. James Burke (Rohm and Haas).

Strategy developmentAfter deciding the next career level they want to

achieve, and armed with a skills assessment, lab managersshould develop a strategy to gain the skills they need whilemore effectively utilizing current skills. Acquiring neededskills may require taking courses or a temporary assign-ment in which they can develop these skills. When theyfeel they have the expertise, they should have a discussionwith their own manager to develop a strategy for reachingtheir next career level. Ideally, this discussion will result inan action plan. Mentors or professional society career con-sultants can also help lab managers develop this plan.

Executing the planExecuting your plan comes next. Whatever ones cur-

rent situation and career goals, the objective is tocreate opportunities to demonstratethat they have the skills needed toexhibit exceptional performance atthe next career level. For example,should the manager desire to

transfer to a business function,serving on one or more multi-disciplinary work teams thatinclude business managerscan be an effective strategy.Discussions with one of yourprofessional societys careerconsultants can also be use-ful in this regard.

Focusing only onroutine assignments is

not the way to get ahead. There is no better way to gainvisibility within a company or organization than to under-take a high-risk assignment, complete it successfully and

inform the appropriate people of your accomplishment.Of course, do your best to minimize the risks associatedwith these assignments. Carefully designing and staffingprojects with motivated people who can get the job doneis the best way to do this. Also, work through appropri-ate company channels. Dont be a loose cannon by takingon major assignments on your own without appropriateauthorization.

Should a high-risk project fail, others must see that youperformed in a highly competent manner, doing every-thing possible to ensure project success. Monitor progress

closely during the course of the project and keep allconcerned parties informed. This way people will knowabout problems as your team encounters them. They canoffer help and resources and wont have unreasonably highexpectations of success. You should also recognize thesigns of impending failure and take steps to terminate afailing project in a way that minimizes the time, effort andmoney spent on it.

If your high-risk project does fail, ask yourself the fol-lowing questions:

What aspects of the project worked well? How can these successes

be incorporated into future projects?Was the initial project timetable reasonable?

Could the initial assessment of the probability of success havebeen done more accurately?

What caused the project to fail? How can I recognize and respondto these warning signs in the future?

Dont try to sweep failure under the rug. Prepare a timelyreport analyzing the reasons for failure. Address-

ing the above questions can limit oreven eliminate any stigma of being

associated with a failed project.

Gain exposure for your effortsRaise your professional profile

both within your own organizationand outside of it. However, neverappear to be doing something onlyto gain exposure. Remember, peoplecan die of exposure. Their careerscan, too, if self-promotion is doneineffectively.

The basic premise of your cam-

FOCUSING ONLY ON ROUTINEASSIGNMENTS IS NOT THE WAYTO GET AHEAD.

11November 2009 Lab Manager


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labmanager.com

paign must be high performance, being the best at whatyou do. However, experts agree that being the best is notenough alone to achieve career success and position you

for the next step in your career. Your efforts to gain expo-sure will matter little without this key element. Whateverassignments you undertake for your company or for pro-fessional organizations must be completed competentlyand in a timely fashion.

Timely, readable reports and effective presentations areessential to gaining visibility for your efforts and those ofyour project teams. Writing timely memos and presentingoral reports to your supervisor are also highly useful andcould result in you and your team being nominated for acompany achievement award.

Of course, demonstrating that you have the skills need-ed to take the next step in your career is best done in theconfines of your own company and laboratory. However,

if there are few opportunities to do so, demonstratingthem outside these confines can be effective.Dont overdo your efforts to increase your professional

visibility. Remember that your primary goal remains doingan outstanding job in your current management assign-ment. Your efforts to increase your professional visibilityshouldnt compromise your job performance.

Networkingboth internally and externallyDeveloping a professional network both inside your

organization and outside of it can provide sources of

advice on your career and on your projects that will helpyou succeed at both. Your professional network can resultin opportunities to help you gain new skills and demon-strate your abilities. For example, an internal networkingcontact may know of your interest in an eventual businessmanagement assignment as the next step in your career.This person could appoint you or recommend you foran assignment to a multidisciplinary team that includesmembers from one or more business operations. Demon-strating your competencies to these individuals may facili-tate a later reassignment to one of these business func-tions. Conversely, as you learn more about the business inquestion, you may decide that such an assignment isnt foryou and avoid derailing your lab management career formonths or even years.

Other opportunities to demonstrate skillsThere are other ways to demonstrate your skills while

helping others. Some, such as teaching internal workshopsor short courses, occur most frequently in large organiza-tions. However, lab managers in small organizations canseek out similar opportunities outside their own labora-tory or organization. Such opportunities include teach-ing a short course or workshop for a professional society.Teaching an advanced course as an adjunct professor ata local university is another option. You can also demon-strate new skills by writing articles or research papers andby participating in professional society activities.

MOVIN UP

NEVER APPEAR TO BE DOINGSOMETHING ONLY TO GAINEXPOSURE.

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Hidden opportunitiesSometimes hidden opportunities lurk within apparently routine man-

agement activities. For example, consider hiring. Developing the ability toidentify very high achievers when perusing their rsums and interviewingthem can result in your developing a reputation for hiring outstanding staffmembers who make major contributions and do so quickly.

Working closely with patent attorneys can result in more effective andtimely protection of intellectual property developed by your work group.Developing the ability to see potential commercial applications of curiouslaboratory results and encouraging your staff members to do the same canresult in you and your work group becoming well-known for being innova-tive. Developing the ability to turn an adverse outcome to your companysadvantage can serve the same purpose.

Beyond your current employerSometimes advancement to the next career level isnt available with ones

current employer, or such advancement must wait for someones retirement

and may not be available for years. Developing recognition of your abilitiesin your industry or profession through trade associations and professionalsociety activities outside your current employer can serve two purposes.First, it may result in employment opportunities at other organizations.Second, the professional recognition you acquire through these activitiesmay persuade your own manager to take a closer look at your abilities andachievements and promote you accordingly.

With a good strategy and excellent execution, lab managers can take theircareers to the next level, increasing their job satisfaction and fattening theirwallets as well.

ReferencesJ.K. Borchardt, Career Management for Scientists and Engineers, ACS/1.Oxford University Press (2000).

Dr. John K. Borchardt is a consultant and technical writer. The author of the book

Career Management for Scientists and Engineers, he often writes on career-relatedsubjects. He can be reached at [email protected].

MOVIN UP

YOUR EFFORTS TO INCREASEYOUR PROFESSIONAL VISIBILITYSHOULDNT COMPROMISE YOUR JOBPERFORMANCE.
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A SNAPSHOT OF OUR SURVEY RESPONDENTSLab managers and those in management positions made up 59% of respondents. Scientistsincluding chemists, microbiologists and biochemistsmade

up 21% of respondents. The balance included faculty, engineers and technicians. Of these, 47% had a bachelors degree, 23% had a masters and 18%had doctorates, which represents a minor uptick from last year in both bachelors degrees and doctorates. The survey (though not a reflection of the overallpercentage of men and women in science management positions) had 54% male respondents and 46% female respondents, which was slightly morebalanced than last years split of 60% male, 40% female. To complete the snapshot, the three pie charts below provide age, ethnicity and geographicalinformation about our respondents.

Age Ethnicity Geographical location

SALARY AND EMPLOYEE SATISFACTION SURVEY

THE THIRD ANNUALSALARY & EMPLOYEESATISFACTIONSURVEY

SURVEY REVEALS CHANGES FROM LAST YEAR, BUTGENERALLY LAB PROFESSIONALS REMAIN A HAPPY LOTby Pam Ahlberg

Its no secret that attracting and retaining top talent are whatdrive any organizations success. And, as Ron Pickett pointsout in this months Leadership & Staffing article, It is virtu-ally impossible to have highly motivated employees in an or-ganization with restrictive, antiquated and cheap policies.

To getand keepstrong performers, compensationneeds to remain competitive and management needs tounderstand the less-tangible aspects of job satisfactionand motivation.

Thanks to the more than 1,200 lab professionals whoparticipated in this years annual survey, we highlight heresome interesting new data regarding base salaries, salaryincentives, total cash compensation, equity-based com-pensation, benefits practices and overall job satisfaction.This years survey also delved more deeply into questionsconcerning life/work balance, job security and profes-sional development opportunities.

LongevityWhile the survey sought to find out how lab profes-

sionals are faring these days in terms of wages and jobsatisfaction, it is interesting to note that despite mildgrievances with their organizations and some hits to theirbenefits as a result of the recession, longevity within thefield is certainly a hallmark of this group. Compared withlast years 32% majority who had been with their currentemployer between six and 10 years, Table 1 shows thatthis year 42.18% of respondents sat squarely in the over20 years category. Equally interesting is that nearly 19%of those respondents had spent those over 20 years withthe same employer.

Whats in the paycheck?The industries where people worked varied, but the set-

tings were distributed fairly evenly among pharmaceuti-cal, chemical, biotech, environmental, university, govern-

3.8% Black/African American

3.2% Hispanic/Latino

6.8% Other

11.2% Asian

75% White

3.4% Western Europe

3% Canada

12.6% Other

6% India

75% U.S.

31% Between 25 & 39

44% Between 40 & 54

22% 55 & Older

3.6% Under 25


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ment, private/contract and industrial labs. The salaryranges are listed in Table 2.

Compared with last year, very little has changed in

terms of salaries. The percentage of those making lessthan $55,000 dropped two points this year and the percent-age of those making more than $95,000 rose about threepoints. So, salaries at both ends of the spectrum increased,which is good news given this years economic slump.

BonusesThirty-five percent of participants said that they

regularly received cash bonuses in addition to their basesalaries. Of that 35%, 42% received less than $1,000 peryear in bonuses, 25% received between $1,000 and $3,500,and a lucky fewnearly 12%reported earning $10,000or more in annual bonuses. The criteria for bonuses can befound in Table 3.

The happiness factorIn addition to providing data on wages, the survey this

year sought to learn more about respondents job satisfac-

tion, life/work balance and corporate climate.When it came to whether our respondents liked the

type of work they do, a whopping 96% said that they did,which is nearly the same percentage as last year. Eighty-four percent told us that they were given enough authorityto make decisions and 79% said that they felt valued attheir organizations. In answers that illustrate either an es-pecially strong work ethic or an elevated sense of purposeamong lab professionals, nearly 97% of respondents saidthat they would be willing to contribute above and beyond

what is expected of them to help their organizations besuccessful. Another bright spot was a nearly 15% increaseamong those who agreed or agreed strongly that staffinglevels were adequate to provide quality products/services.

Work vs. lifeWhat mattered most to 98% of respondents was having

a good balance between work and personal life. Unfortu-nately, only 78% said that they were happy with the work/life balance in their current situations. Two other lessthan-positive responses came from questions concerningrecognition and job security, as shown below:

Less than 1 year 4.24%

12 years 4.99%

35 years 10.57%

610 years 12.56%

1115 years 13.06%

1620 years 12.40%

Over 20 years 42.18%

Table 1. Length of time working as a full-and/or part-time researcher/scientist

Under $24,999 6.24%

$25,000 $34,999 6.81%

$35,000 $44,999 10.67%

$45,000 $54,999 12.89%

$55,000 $64,999 13.88%

$65,000 $74,999 12.40%

$75,000 $84,999 8.78%

$85,000 $94,999 7.55%

$95,000 $109,999 10.10%

$110,000 - $124,999 4.27%

$125,000 $149,999 4.02%

Over $150,000 2.38%

Table 2.Annual salary, not including bonuses

Table 3. What bonuses are based on

Meeting individual goals / objectives 25.80%

Meeting department goals / objectives 23.53%

Meeting company financial goals 36.67%

Other 13.99%


63.97%

IF I DO VERY GOOD WORK,I CAN COUNT ON BEING

ACKNOWLEDGED/RECOGNIZED/

PROMOTED. AGREED:

73.09%

I BELIEVE MY JOB IS SECURE.AGREED:


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labmanager.com

Corporate cultureDespite an obvious dedication to their work and a willingness to put in ex-

tra effort to achieve personal and business success, when it came to the larger

organization, respondents gave relatively low marks. Corporate communica-tions, recognition from above, confidence in the leadership of the organiza-tion and adequate follow-through of corporate objectives were all viewedfairly unfavorably. Other notable complaints seemed to be about training, asindicated below.

However, when it came to the entire organizationpresumably themselves,their staffs and upper management72% believed that their organizationsshared a spirit of cooperation.

Stay or goWhether or not they were happy with their wages, their organizations and

their work/life balance, most revealing was that nearly 53% of respondentssaid that given the opportunity they would leave their present jobs. And theprobable explanation is that only 47% said that there was room to advance at

their organizations. When a mere 57% say that their career goals are beingadvanced through their current jobs, its time for management to take notice.

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67.97%

THIS ORGANIZATION PROVIDES ASMUCH ONGOING TRAINING AS I NEED.

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THIS ORGANIZATION PROVIDESTRAINING OR EXPERIENCES TO HELPME EXPLORE OTHER OPPORTUNITIES

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IN THE NEXT FIVE YEARS, I WILL STILL BEWORKING AT THE SAME COMPANY INTHE SAME POSITION. AGREED:

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Looking for workBased on the above data, it appears that there is a bit of career discontent

among some of the respondents. Whether they act on that will depend ona host of factors. Table 4 below identifies the preferred places to start thesearch when it comes time, either by choice or as a result of circumstance, to

seek new opportunities.

SummaryGiven the current recession, it was surprising that most of the salary and

satisfaction survey results were similar to those from last year. When we askedrespondents whether there had been any significant changes to their overallbenefits within the past year, a number identified higher health insurance costs(increased deductibles, higher co-pays), reduced 401K contributions, andpension and salary freezes. However, the overwhelming majority reported nochange in their benefits. Despite a few more complaints here and there thisyear, overall satisfaction in the field of laboratory research and managementseems steady.

Internal HR Department/Internal Job Postings 14.96%

Online Job Boards 26.20%

Stafng Firms 10.90%

Personal/Professional Networks 22.92%

Social Networking Sites 7.68%

Classified Ads 14.93%

Other 2.40%

Table 4. Sources for new career/position opportunities

32.76%

IN THE NEXT FIVE YEARS, I WILL STILLBE WORKING AT THE SAME COMPANY

WITH A JOB PROMOTION. AGREED:

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SALARY AND JOBSATISFACTIONBY REGION

In recent years, employees havebeen searching for positive news inspite of one of the largest economic

downturns in history. It seems thatscience professionals may now haveencouraging news that will improvetheir morale during the comingmonths. According to the 2009 LabManager Magazine Kelly ScientificThird Annual Salary and EmployeeSatisfaction Survey, compensation doesnot completely impact the moods ofemployees. Rather, employees na-tionwide are realizing that the work

they do provides more value thantheir annual salaries. According to thesurvey results, the slow economy has

not dampened the spirits of a majorityof science professionals. A regionalbreakout of survey responses follows.

MidwestThroughout the Midwest, survey

respondents seem to be rather optimis-tic about their current positions and fu-tures within their respective industries,despite the ever-changing and uncer-tain conditions of the regions economy.

According to the survey, more than90% of respondents are pleased withthe type of work they perform daily. In

addition, a majority of respondents feelvalued by their management (70%) andbelieve their jobs will be secure wellinto the future.

A majority of Midwest respondentsalso appear satisfied to work at organiza-tions for an extended period of time.On average, employees have worked fortheir current employers for four years,likely as a result of the value that theyfeel while working at their organiza-

tions. In the meantime, a majority ofsurvey respondents not only believe thattheir organizations provide them withopportunities to advance to higher-paidpositions with more responsibility, butthat their career goals are being metwithin their current organizations.

Of the respondents located in theMidwest, a majority have one of threejob titles: lab supervisor/manager/director, chemist/scientist, or technolo-

gist/technician. Most respondents ei-ther work in research and development,quality control/assurance or validation,or technical services. It is also apparentthat Midwest respondents not only havepositions that are valuable with regardto their security and positive impacts onsociety, but are financially rewarding aswell. The majority of respondents earnbetween $45,000 and $109,999 per year.

Midwesterners seem well-preparedfor successful careers within their

ECONOMY IS NOT IMPACTING EMPLOYEEMORALEby Rich Pennock

Job Satisfaction

94%

99%

98%93%

Advanced Career Goals

58%

53%60%

Job Security

72%

75%

67%76%

Employee Value

77%

81%

82%79%

2009 Salary Survey Regional DataPercentage of Respondents in Agreement


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organizations and appear determined tomaintain their confidence.

NortheastWithin the Northeast region of

the country, a majority of surveyrespondents (70%) feel secure in their

current positions. Respondents are alsooverwhelmingly positive about thetype of work they perform every day(97%), as well as the value that theyfeel on a regular basis at their organi-zations (80%).

Interestingly, compared to employees

located in the Midwest, employees inthe Northeast feel that there are no ad-vancement opportunities (around 53%)in their current positions. However,nearly 50% of respondents believe thattheir career goals are being advancedin their current positions while 40%do not.

Surveyed employees still tend towork for organizations for extendedperiods of time in the Northeast. Onaverage, respondents maintained posi-tions within an organization for four

years. Most survey respondents earnedbetween $45,000 and $124,999 annually.

A majority of respondents have ob-tained one of the three job titleslabsupervisor/manager/director, chemist/scientist, and technologist/techni-cian, much like the Midwest. Despitethe similarities in typical job titles andfunctions (research and development,quality control/assurance and valida-tion, and technical services), Northeast

respondents earn slightly more thanrespondents from the Midwest, perhapsdue to minor differences between theimpact the economy has had on eachregion, as the automotive and engineer-ing-based economy of the Midwest hasbeen especially impacted by the recentrecession. Positive outlooks, as well assecure incomes, have helped Northeast-erners maintain their career goals.

SoutheastEven more so than respondents inthe Midwest and Northeast, Southeastregion respondents are overwhelm-ingly satisfied with the type of workthey perform on a daily basis. In themeantime, approximately 75% of re-spondents believe their jobs are secureand 80% feel valued at their organiza-tions. However, despite the fact thatonly 42% of respondents believe theywill be promoted at their current or-

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ganizations, a majority of respondentsthink that their career goals are beingadvanced through their current jobs.

The majority of Southeast re-spondents tend to feel secure in theircurrent jobs. As Southeast respondentstypically work in small organizationsand laboratories, much like employeesfrom the Midwest and Northeast, theymay have opportunities to obtain vari-ous job titles and functions during theircareers. However, like their Midwestand Northeast counterparts, a majority

of respondents are either lab supervi-sors/managers/directors, technolo-gists/technicians, or chemists/scientistswho have quality control, research anddevelopment, operations, or technicalservices roles within their organizations.

Despite the obvious similaritiesbetween Southeast respondents incomparison to Midwest and Northeastemployees, one noticeable differencedoes remainthe annual salaries of

Southeast employees compared to oth-ers. On average, a majority of Southeastrespondents earn between $25,000 and$94,999 annually. However, despite alower average income, employees tendto feel just as satisfied with their currentpositions as survey respondents fromother regions. It seems employees areseeking to add value to their work.

West

While the average salaries of South-eastern respondents tend to be lowerthan those of employees in other re-gions of the country, the exact oppositeis true with regard to respondents fromthe West. On average, a majority ofrespondents earn between $45,000 and$149,000 annually despite working inorganizations and laboratories similar insize to those in the Northeast, Midwest,and Southeast. Interestingly, respon-dents typically work for organizations

on an average of four years, similarto employees in other regions of thecountry.

In addition to typical high salaryaverages, a majority of respondents arenot only satisfied with their positionsand the impacts they have on society,but they also feel secure about theirpositions and are valued within theirorganizations, much like a majority ofrespondents from the other regions ofthe nation. While most respondentswish their organizations provided them

with more opportunities to advance toother positions, a majority of employ-ees from the West feel that their careergoals are being advanced throughtheir current jobsa finding similar torespondents from the Midwest, North-east, and Southeast.

According to salary survey respon-dents from four different regionsaround the country, it seems that amajority of science professionals are

very satisfied with their current posi-tions. A majority of the respondents arepleased with their day-to-day positionsand seem excited about their futures,indicating that the majority of scienceprofessionals have a common purposein mindto use their educations,experiences and skills to improve thefoundations of society.

Rich Pennock is vice president of Kelly

Services, Inc., a world leader in workforcemanagement services and human resourcessolutions. For more information, visit www.kellyservices.com. Rich can also be followed onTwitter at http://twitter.com/richpennock.

FOR COMPLETE SURVEYRESULTS,go to: www.labmanager.com/survey2k9/
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Think back over your life and recall a high pointa timein your work experience when you felt the most alive,most engaged, or most successful. How did it unfold?What was it about the organization, your management,and your staff that made it stand out? What was it about

youthat made it a high point?Thinking about this brings up some very interest-

ing stories and recollections; people like to recall thesehigh points and the way that they felt. (This processwas described in the article Honing Your Interviewing

Skills, which appeared in the October 2009 issue of LabManager Magazine.)

When 25 or 30 of these stories are analyzed, severalconsistent themes emerge. These themes define theorganizational characteristics that lead to exceptionalwork experiencesthe situations that result in a highlymotivated staff . Indeed, if you review your own story,you will probably get a good idea about what motivatesyou on the job.

If you would like to review some of the seminal workin the field, you might read Douglas McGregor, Abra-ham Maslow and Frederick Herzberg, authors whosework, while getting a little long in the tooth, still

forms the basis of most of our understanding of human

motivation. (Selected references are listed at the end ofthis article.) The most telling and consistent thrust ofthese authors theories is that people want to work, and

it is the work itself that makes the most important andsustained contribution to motivation. Certainly that istrue for scientists who have spent years preparing fortheir positions.

A core management responsibilityOne of the core accountabilities of a manager is to

motivate his or her staff. If the level of enthusiasm islow, the manager must bear the major responsibility. Butwhat can a manager do to improve the motivation levelof a diverse, bright, and challenging staff? Hint: If you

have worked in organizations with different climates,how many of the differences can you attribute to the ac-tions of the manager?

Managing motivation can best be understood by look-ing at three areas: the climate or environment in the workgroup; the policies and practices in the organization; andthe characteristics and interests of individual employees.

A motivational climateFrankly, the U.S. Postal Service does not have a reputa-

tion for exemplary management practices. In fact, the

term going postal has entered our vocabularyand itisnt positive! Given that, I have been surprised by the at-titude of my local post office employees. Every time I goto this branch, I am amazed and delighted by the friendlyand positive feeling that all of the employees exude.They are competent, quick in doing the job, and happyin their work.

Ive asked them why they are in such good moodsand they find it hard to describe, but it is clear that themanager has set high expectations about the level ofcustomer service that is expected, and also that peer

pressure is another important factor. You just cant be a

MOTIVATING A21STCENTURYLAB STAFF, PART I

PEOPLE WANT TO WORK, AND ITIS THE WORK ITSELF THAT MAKESTHE MOST IMPORTANT ANDSUSTAINED CONTRIBUTION TOMOTIVATION.

MANAGERS NEED TO UNDERSTAND WORKGROUPS, ORGANIZATIONAL PRACTICES ANDINDIVIDUAL EMPLOYEE CHARACTERISTICS

byRonald B. Pickett


23/116


grouch and work at this branch! Sadly, this workplace isan exception; a negative attitude seems to be easier tospread throughout many organizations.

Research has shown that a healthy organizational cli-mate positively impacts the bottom line. (See Organiza-tional Climate, Productivity and Creativity and Organi-zational Climate and Company Productivity: the Role ofEmployee Affect and Employee Level in the references.)

But what constitutes a healthy climate? The HayGroup has conducted extensive research in this area andhas identified six critical climate dimensions:

Clarity: everyone in the organization knows what is expected ofhim/her

Standards: challenging but attainable goals are set

Responsibility: employees are given authority to accomplish tasks

Flexibility: there are no unnecessary rules, policies, or procedures

Rewards: employees are recognized and rewarded for goodperformance

Team commitment: people are proud to belong to the organization

When employees rate these dimensions as high, theyare saying they are motivated by their workplace; that itis an enjoyable and productive place to be; and that theygive their best and are confident they will be recognized

for their contributions. When they rate these dimensionsas low, they are saying the opposite, and the organizationruns the risk of seeing this translated into low morale,performance, and profits. (For more on this topic, visit theHay Group website at: http://www.haygroup.com/TL/.)

Organizational policiesThe second major area includes the policies and

practices of the organization. It is virtually impossible tohave highly motivated employees in an organization withrestrictive, antiquated, and cheap policiespolicies

that do not value and reward employees for their perfor-mance. Benefits must be equitable; pay must be fair andat or above the going rate; recognition and rewards mustbe frequent and tied to the interests of the individuals;and vacation and holidays must be generous. Withoutthese, it is impossible to recruit and retain top-notchemployees. This is particularly true in a market in whichthere are not enough trained scientists to meet the needs.

Isnt that the HR departments job? Isnt that what theexecutives are paid to do? Whats a managers responsi-bility in affecting company policies?

Yes, it is HRs job, and it is a responsibility of the

THE QUESTION OF WHETHERSATISFIED EMPLOYEES

PRODUCE MORE, OR WHETHERHIGH-PERFORMING EMPLOYEESARE MORE SATISFIED, WASANSWERED A LONG TIMEAGO. HIGH PERFORMANCEPRECEDES AND LEADS TO JOBSATISFACTION!



24/116



executives, but as a line manager you have the best viewof the way policies affect the employees. You are the onewho faces the brunt of the complaints and dissatisfac-

tion; you hear comments about the equity of pay andbenefits; and you see people leaving for better workingconditions and compensation packages. Optimally, theHR director should be a peersomeone you can talk toabout the impact of policies, the results of wage surveys,and other items of importance to your staff.

We have been conducting some interviews of manag-ers who have been in their jobs for nearly a year. One ofthe things emerging from these interviews is that theyfire people! They find out quickly who is not perform-ing, who is disruptive, and who does not fit inpeoplethe previous manager did not deal with. They set upa specific way for the employees to be rehabilitated.

Then they work with the HR staff to put them on noticeand, if they dont perform or change, they let them go.In these interviews, the managers tell us that this has abig impact on the rest of the staff and has not inducedfear. Everyone knew that these poor performers weremisfitsthat they were having a negative impact on therest of the staff and that the new manager had done theright thing.

What does this mean for managers who have beenin the same job for several years? Review your staff. Isthere someone you have been meaning to counsel, or forwhom you want to start a process that may lead to his orher dismissal, but you have avoided getting started? If so,

in the words of the Nike ad: Just Do It! This is espe-

cially important when you may be required to reduceyour staff size. Otherwise, you may only have the optionof losing the newest hires.

Individual characteristicsIf there is one lesson that the 9/11 terrorist attacks

confirmed, it is that (at the core) we Americans are muchmore alike than we are different. We have the samedreams, values, and aspirations, and the people of ournation respond to a crisis in a unified and strong manner.Now if you take a group that has similar characteristicsand put them through the rigorous testing and trials ofa scientific education, the outcome group is surprisinglyalike on a variety of dimensions.

The message for managers is that to understand yourstaff, start from the truth that their fundamental person-ality characteristics are very similar, and they are prob-ably very similar to yours. This fact makes it easier toestablish a motivating environment and find the signifi-cant individual differences that can be used to developa plan to motivate and maintain the motivation of eachstaff member.

Another important point for lab managers to remem-ber is that the selection and training process for scientistsmeans that you have a group of people who are signifi-cantly different from the normbrighter, more curious,able to concentrate on details for long periods of time,technically savvy, concerned with accuracy, dedicated to

the quality of their product. However, that also meansthat in many respects they are quite similar.

ApplicationMany laboratories operate in shifts. Most managers

set up a rotation and expect their employees to workout differences, and then they stand ready to be the finalarbitrators . With the wide variety of different familystructures, demands, and lifestyles, it may be that someof your staff members may want to work some of thegenerally less desirable shifts or holidays. Knowing your

IT IS VIRTUALLY IMPOSSIBLETO HAVE HIGHLY MOTIVATEDEMPLOYEES IN ANORGANIZATION WITHRESTRICTIVE, ANTIQUATED ANDCHEAP POLICIES.

TO UNDERSTAND YOUR

STAFF, START FROM THE TRUTHTHAT THEIR FUNDAMENTALPERSONALITY CHARACTERISTICS

ARE VERY SIMILAR.

KNOWING YOUR STAFFSINDIVIDUAL NEEDS AND

INTERESTS CAN TURN ACHALLENGING PROBLEM INTO

A CLEAR WIN.


25/116


staff s individual needs and interests can turn a challeng-ing problem into a clear win.

In Motivating a 21st Century Lab Staff, Part II, I will

describe the characteristics of the different age cohortswho currently populate the workplace. Recent findingsin this field will help managers do a better job of under-standing and managing motivation.

References:Blanchard, K., and Bowles, S.1. Gung Ho! Turn On thePeople in Any Organization,William Morrow, 1997;ISBN: 068815428X

Blanchard, K., and Nelson, B.2. 1001 Ways to Energize Em-ployees,Workman Publishing, 1997; ISBN: 0761101608

Braksick, L.3. Unlock Behavior, Unleash Profits,McGraw-Hill Professional, 1999; ISBN: 0071358781

Clarke, T. Organizational Climate, Productivity and4.Creativity, Stargate Consultants Ltd., 1996; http://www.stargate-consultants.ca/artcexec.htm

Maslow, A., Frager, R., and Fadiman, J.5. Motivation andPersonality,Addison-Wesley Publishing Co., 3rd ed.,1987; ISBN: 0060419873

Patterson, M., Warr, P., and West, M. Organizational6.Climate and Company Productivity: the Role of Em-ployee Affect and Employee Level, CEPDP 626, April2004; Centre for Economic Performance, LondonSchool of Economics and Political Science, London

Schier, T.J. Send Flowers to the Living! Rewards,7.Contests and Incentives to Build Employee Loyalty,Incentivize Solutions, 2002; ISBN: 0971657300

Ronald B. Pickett is an organizational effectiveness consul-

tant based in Escondido, CA. He can be reached by e-mail at

[email protected] or by phone at 760-738-8638.
http://www.pipette.com/


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The results of the 2009 Lab ManagerMagazine Kelly Scientific Third An-nual Salary and Employee Satisfaction

Survey are in and, somewhat surprising,a majority of the participants have statedthat they are content with their currentemployment situations. Most employeesare generally satisfied with their pres-ent positions, their employers and theircareer tracks. The results of the survey,conducted during a difficult economicyear, may lead managers to wonder whyemployees feel so positive despite anever-changing economy. Are employ-ees satisfied because they have viable

job opportunities despite the challeng-ing economy, or are employees sincerelyhappy with their current positions androles within their organizations?

According to the survey, it seems thatemployees are very passionate abouttheir positions and satisfied with theirjob opportunities. However, while a ma-jority of respondents said they like thework they do, more than 50 percent of

respondents said they would leave theircurrent positions if other opportunitiescame their way.

The research illustrates the importanceof valuing employees, not only in terms

of compensation, but in terms of work-place flexibility, training and careergrowth as well. As employees work tofulfill their career goals, managers canprovide significant work opportuni-ties for them to utilize their talents andexperiences to positively impact otherpeople. When employees are able todisplay their unique talents and abili-ties, they may be more apt to continueworking at their current organizationsbecause they feel valued.

Science industry continues toprovide satisfying positionsThe findings of this years survey arerather promising in terms of employeejob satisfaction, as 96 percent of all re-spondents are pleased with the day-to-day tasks and responsibilities of theircurrent positions. At the same time, amajority of science professionals feelvalued at their organizations, leading

them to want to contribute more thanwhat is expected to their organizations.Work satisfaction and value are two

significant aspects of overall employeeperformance.

Limited opportunities for growthfrom withinWhile science professionals seem toenjoy their everyday responsibilities,many indicated that they are willing toleave their current organizations if op-portunities become available. Only 47percent of all respondents believe their

organizations provide opportunities foradvancement. In other words, within sci-ence organizations across the country,highly talented employees are simplynot able to express their true potential,forcing them to pursue opportunities atother companies.

Many managers may strive to provideemployees with more advancement op-portunities so that they are not only sat-isfied with the work they do on a dailybasis but also content working withintheir organizations. As employees jobperformances improve and impact orga-nizations, managers may be able to enjoysuccess amidst economic uncertainties.

SCIENCE MATTERSLATEST TRENDS SHAPING THE SCIENTIFIC WORKFORCE By Rich Pennock

EMPLOYEES ARESATISFIED, BUTORGANIZATIONS STILLLOOK TO IMPROVE

MORE THAN50 PERCENT OFRESPONDENTSWOULD LEAVETHEIR CURRENT

POSITIONS IF OTHEROPPORTUNITIES CAMETHEIR WAY.

WORK SATISFACTIONAND VALUE ARETWO SIGNIFICANTASPECTS OFOVERALL EMPLOYEEPERFORMANCE.

MANAGERS NEED TOREALIZE THE VALUE OFPROPER WORK-LIFE

BALANCE.


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Work-life balance necessaryEmployees obviously desire to have a balance between theirwork and personal lives, especially as they begin to raise their

families. According to the survey, 78 percent of respondentsare currently pleased with their work-life balance. So the ques-tion becomes, why are 22 percent of respondents displeased?Are work hours increasing as the economy shifts? Managersneed to realize the value of proper work-life balance and theeffects (both positive and negative) such a balancing act has ontheir employees. While a majority (79 percent) of surveyedemployees feels valued at their organizations, more employeesmight feel more highly valued if they were given flexible workoptions. Adequate work-life balance can help employees low-er their stress levels, which in turn enables them to perform to

the best of their abilities.

Training and recognition programs can boost moraleAccording to the survey, nearly 68 percent of respondents who

work in large organizations believe that current training op-portunities are ample and satisfactory, while 64 percent of allsurvey respondents feel that they are adequately recognizedfor positive performances. To try and ensure efficient employeeperformance, ample training programs should be made avail-able, especially as technology and science continually changeand advance. By providing proficient training programs withintheir organizations, managers can almost guarantee that theiremployees are not only comfortable with their current posi-tions, but also willing to exceed their own expectations.Overall, a majority of science professionals from around thenation feel valued within their organizations and are satisfied

with the type of work they perform each day. Managers cancontinue to improve the morale of their employees by provid-ing opportunities for career advancement, solutions for work-life balance, and updated training and recognition programs.

Rich Pennockis vice president of Kelly Services, Inc., a world leaderin workforce management services and human resources solutions. Formore information, visit www.kellyservices.com. Rich can be followed onTwitter at http://twitter.com/richpennock.

TO TRY AND ENSURE EFFICIENTEMPLOYEE PERFORMANCE, AMPLETRAINING PROGRAMS SHOULD BEMADE AVAILABLE.

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SCIENTISTS AREFROM MARS,DESIGNERS AREFROM VENUS

With a wink and a nod to John Grays enormously popularbook of 1992, Men Are from Mars, Women Are from Venus, itcan be argued that differences in communication stylesand project perspectives between scientists (laboratoryusers) and designers (architects and laboratory planners)can be the cause of challenging, frustrating and oftenfailed experiences in the laboratory design and construc-tion process.

The good news is that it doesnt have to be that way.The simple truth is that scientists and designers have beenknown to think differently.

Scientists by nature tend to be analytical thinkers, whiledesigners tend to be intuitive thinkers. Although there areexceptions to this rule, scientists believe that structurepredicts function.

This type of thinking leads them to conclude that ifthey provide their designers with the essential facts, theycan be assured of a successful outcome. They know betterthan anyone what they need in their laboratory environ-ments, usually based on the experience of working inother laboratories and knowledge of what they need toconduct their experiments.

However, scientists typically do not understand thedesigners world in terms of what is necessary to achieve asuccessful laboratory design. Issues such as building codes

and regulatory requirements; the cost, time and infor-mation-gathering process associated with design and engi-neering services; agency review; approval and permitting;and the construction procurement and delivery processare all foreign to their daily lives. It can be like being froma different planet, as Gray might put it.

Designers, on the other hand, believe that functionpredicts structure. They know what services to providebased on their architectural training and their prior expe-

rience with similar projects. While, admittedly, designerstypically do not understand the science involved, they dohave an acute sense of the environmental and technicalneeds of scientists.

Appreciate the differencesBased on the Mars/Venus analogy, to effect a positive

outcome in the laboratory design process, both scientistsand designers need to recognize and appreciate the differ-ences that each brings to the design process; and in orderto be successful, they need to effectively communicatetheir knowledge and informational needs to the other.They must strive to understand what is essential to theother and work together in the spirit of cooperation toachieve a common goal.

Scientists must make known their programmatic needsand design criteria. This can include space type, function,adjacency and specific environmental requirements, suchas air changes, temperature, humidity, cleanliness, power,lighting and vibration control. These all can have ramifi-cations for project scope, budget, schedule and aesthetics.

Designers must take this information and use it tocommunicate to the scientist what is possible in terms of

SCIENTISTS AND DESIGNERS NEED TO APPRECIATE THE

DIFFERENCES EACH BRINGS TO THE DESIGN PROCESSBy H. Michael Smith, AIA, and David I. Meyer, Ph.D.

SCIENTISTS BY NATURE TENDTO BE ANALYTICAL THINKERS,WHILE DESIGNERS TEND TO BEINTUITIVE THINKERS.


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building codes, regulatory requirements and existing con-ditions, whether new construction or renovation, withinthe organizations budget and schedule. Throughout this

communication process, each must approach the otherwith an understanding that both hold essential knowledgethat the other must accept and trust.

Understanding the valueOften, perceiving the value of the design services can

be a big stumbling block for scientists. It can be difficultfor scientists to understand the value of a designersservices and the cost associated with the design andconstruction process. They can have a difficult time un-derstanding why it costs so much and takes so long to ac-

complish the goal of designing and building a laboratoryfacility. Questions like these are common: How can thislaboratory remodel cost $500 per square foot? and Doesit really take eight months to design a new lab?

With this in mind, it is important for the designer toshare with the scientist the relative costs associated withthe highly complex building systems required by labora-tories, such as the heating, cooling, exhaust and plumbingsystems, and the power requirements of sophisticatedlaboratory equipment.

In order to address this type of thinking and to rein-force a relationship of trust with the scientist, the de-signer must be sensitive to the scientists perspective andstrive to communicate the drivers that impact the designof a laboratory and the costs involved with the compli-cated building systems they require.

Often it is prior experience that will lead a designer toan early realization that a clients budget does not alignwith its programmatic needs and desires. In this instance,it is important for the designer to inform the scientist ofthis disparity, to provide creative solutions to the chal-lenge, and to help the client make decisions that will bringthe cost and budget into alignment. Value engineering, aprocess whereby the costs of various building systems areestimated and evaluated independently on a cost/benefitbasis, can be one solution. Also, the designer can help thescientist change old ways of thinking about the laboratory

environment in order to create more efficiency and cost-effectiveness through shared, flexible and collaborativework spaces.

Know who the client isOften when designing laboratory facilities, a designer

will interface with an institutions CEO, CFO and COO,in addition to the facilitys end users, such as the chiefscientific officer, principal investigators, post-docs andlaboratory technicians. They all will have their individualperspectives on the project and their own wish list. Un-fortunately, not everyone will have the authority to makethe final calls. It is extremely important to determine whohas the authority to make decisions that will affect the

outcome of a project and will effectively communicatethose decisions to shareholders.

Collaborate successfullyUltimately, it is the designers responsibility to lead the

scientist through this process to an acceptance of whatis possible based on the limiting parametersall in anatmosphere of understanding and trust.

By effectively communicating each others needs andunderstanding the essential knowledge and informationthat each brings to the process, scientists and designers

can successfully collaborate to make the outcome of thelaboratory design and construction process a satisfyingand rewarding experience for both the laboratory usersand the design professionals who serve them.

H. Michael Smith, AIA,is a leader in the Science & Technol-ogy practice at SmithGroup (www.smithgroup.com), an 800-per-son architecture, engineering, interiors and planning firm with 11offices across the U.S.

David I. Meyer, Ph.D., a cell biologist, is president and chiefexecutive officer of the Los Angeles Biomedical Research Institutein Torrance, Calif.

The two authors have worked together as scientist and designer,client and consultant, on a number of laboratory design projects,most recently an animal barrier facility at the House Ear Institutein Los Angeles, where Dr. Meyer held the position of executivevice president of research.

THE DESIGNER CAN HELP THESCIENTIST CHANGE OLD WAYSOF THINKING ABOUT THELABORATORY ENVIRONMENT.


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SUPPLYINGHIGH-PURITY GASESMAKING A CASE FOR IN-HOUSE GAS GENERATORS By Kim Myers and Peter Froehlich

Selecting the most effective source for high-purity gases is acritical issue for laboratory managers. Zero air and hydrogenare used for gas chromatography with flame ionization detec-tion (GC-FID), and nitrogen is used for high-performanceliquid chromatography or gas chromatography with mass spec-trometric detection (LC-MS or GC-MS). High-purity gases

are used with other instruments: CO2free purge gas for Fouriertransform infrared spectroscopy (FT-IR), highly purified nitro-gen for inductively coupled plasma (ICP) systems, dry air fornuclear resonance spectroscopy (NMR) and hydrocarbon-freecombustion gas for TOC analyzers.

Many laboratories employ in-house high-purity gas genera-tors to supply the necessary gases, as they provide significantsafety, convenience and cost advantages when compared to theuse of tank gas.

In-house gas generators

Nitrogen, purge gas, ultra dry gas, source exhaust air andzero air can be obtained from compressed air, and hydrogencan be obtained by the electrolysis of water, using in-housegenerators. An in-house gas generator can be dedicated to asingle instrument or used to supply multiple instruments (e.g.,a hydrogen generator can provide fuel gas for 14 FIDs).

a) Generation of nitrogen

Nitrogen is generated from compressed air by the removalof oxygen, water vapor and particulate matter. The heart ofan in-house nitrogen generator is a hollow fiber membrane

through which oxygen andwater vapor permeate andescape through the sweepport while the nitrogen flowsthrough the tube (Figure 1).A large number of fibers are

bundled together (Figure 2)to provide an extremely largesurface area.

The schematic of a typical nitrogen generator (Model N2-04, Parker Hannifin Corp., Haverhill, MA) is shown in Figure3. Compressed air is filtered using a high-efficiency activatedcarbon filter to remove organic impurities, and a pre-filtrationsystem is used to remove particulate matter >0.01m. Air passesthrough a fiber membrane bundle to remove the oxygen andwater, while the purified nitrogen is passed through anotherabsolute membrane filter and delivered to the instrument.

The N2-04 nitrogen generator produces 99.5 percent purenitrogen on a continuous basis (the purity of the nitrogendepends on the operating pressure and the desired flow rate,e.g., 3 L/min of nitrogen at 80 psi). The gas has an atmosphericdew point of -58F (-50C), contains no particulate matter>0.01 m and no suspended liquids, and is hydrocarbon andphthalate free.

b) Generation of hydrogen by electrolysis of water

i)Using metallic electrodes

Figure 2. A Hollow Fiber

Membrane Bundle

Figure 3. Schematic Diagram of N2-04 Nitrogen Generator (courtesy of

Parker Hannifin Corp.)

Figure 1. Operation of a Hollow Fiber Membrane


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1947First Model E analytical ultracentrifuge

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1998ARIES,worlds first self-balancing rotor

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2002AllSpinRotor enhances labware versatility

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An inert anode and a cathode such as a bundle of palladiumtubes are used to dissociate water (20 percent NaOH is added toenhance electrolysis). Hydrogen passes through the cathode while

oxygen and other impurities collect at the anode, and hydrogengas with purity in excess of 99.99999+ percent can be obtained.

ii)Using a proton exchange membrane

A proton exchange membrane (PEM) is an ionomeric (ionicpolymer) membrane that conducts protons and is impermeableto hydrogen and oxygen. PEMs are used in fuel cells to createan electric current (and form water) from hydrogen and oxy-gen. When an appropriate potential is applied to a PEM in thepresence of pure water (caustic NaOH is not required), wateris dissociated to provide hydrogen and oxygen.

c) Generation of ultra dry air, purge gas, zero air and

source exhaust airSeveral techniques are employed to remove moisture, par-

ticulate matter and hydrocarbons from air to provide air withthe desired purity. A coalescing compressed air filter, whichconsists of a matrix of borosilicate glass hollow fibers in a fluo-rocarbon resin binder, removes water, hydrocarbon lubricantsand synthetic lubricants from compressed air. For instrument-grade air, two-stage filtration removes 99.99 percent of 0.01 mparticles and droplets and a three-stage filter system is used toremove compressor oil vapor. A heated catalysis module andhigh-capacity carbon absorption modules and coalescing filters

remove very light methane-based hydrocarbons.d) In-house multi-gas generating systems

In-house generation of nitrogen and purified air fromcompressed air is performed with the Source LC/MS Tri GasGenerator (Figure 4), which includes coalescing pre-filtrationwith timed solenoid drains, self-regenerating compressed airdehydration membranes, a proprietary heated catalysis module,self-regenerating nitrogen retentate membranes, high-capacityhigh-sensitivity carbon absorption modules and matched final

filtration membrane media.

Benefits of in-house gas generatorsIn-house gas generators provide significant benefits to the

laboratory, including a dramatic improvement in safety, an

increase in convenience and a lower cost.

Minimizing safety hazardsAn in-house generator is considerably safer than tank gas;

only a small amount of gas is stored at low pressure at a giventime and it is ported directly to the instrument. As an example,the TriGas Generator generates 10L/min of nitrogen at amaximum pressure of 80 psig, 23 L/min of source air at amaximum

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