DocPro

Welcome to DocPro

DocPro

Welcome to DocPro

PhD-holders are in the vanguard of their scientific discipline. They are also well-rounded professionals with skills extending beyond their area of expertise. DocPro describes the 24 core competencies that they develop in the course of their doctoral training and subsequent career.

Core business

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Expertise and methods
Core business

Expertise and methods

Phase 1

  • Masters the basic knowledge and key concepts of his field and knows their history and their significance.

  • Is familiar with recent progress in his field.

  • Can view his research activities within an international context.

  • Is familiar with the investigative methods and techniques of his field (including mathematics and statistics) and can explain why they are appropriate for a given purpose.

  • Is able to consider alternative methods and techniques.

  • Is able to formulate problems and hypotheses according to needs.

  • Defends his research findings in a constructive manner; provides evidence to support his ideas and proposals.

  • Organizes his presentations in a clear, informative and concise manner.

Phase 2

  • Is familiar with recent progress in fields related to his own.

  • Is able to engage in dialogue and collaboration with experts in other disciplines or fields of activity.

  • Takes ownership of new research methods and techniques.

  • Is able to document and evaluate his activities using statistical methods where applicable.

  • Can formulate complex problems that correspond to new challenges.

  • Is able to develop arguments in support of new projects.

  • Knows how to adapt his arguments to his audience.

  • Advises and assists his staff in making appropriate use of investigative methods, improving their performance and enhancing their skills.

Phase 3

  • Makes recognized contributions to the advancement of knowledge and innovation.

  • Is viewed as an international authority.

  • Possesses in-depth and comprehensive understanding of the strategic orientation of his field of expertise.

  • Sees opportunities for synergy among different sectors of activity.

  • Has the ability to develop new investigative methods.

  • Can work in an interdisciplinary setting.

  • Is able to devise and coordinate a collective work program focusing on new research problems.

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Information management
Core business

Information management

Phase 1

  • Knows how to review the state of the art (SOTA) in a scientific topic.

  • Makes efficient use of information-gathering methods, identifies pertinent resources, particularly bibliographic resources.

  • Masters web-based research (e.g., bibliographic databases, patent databases)

  • Knows how to judge the pertinence of information, critique sources and check source reliability.

  • Designs and implements information-gathering and management systems using suitable technology.

  • Addresses issues relating to the security and life cycle of data.

  • Seeks out support from experts in information and data management.

Phase 2

  • Conducts advanced searches using a range of software solutions, resources and techniques, recognizing the advantages and limitations of each.

  • Masters the creation, organization, validation, sharing, storing and archiving of information and/or raw data and addresses the associated risks.

  • Understands the legal, ethical and security requirements of information management.

  • Is familiar with the value of, and uses, metadata.

  • Advises and assists his staff using information-gathering and management methods, critiquing sources and evaluating information and data.

  • Makes his staff aware of information security and legal and ethical requirements.

Phase 3

  • Collects information for purposes of business intelligence.

  • Develops new information management techniques.

  • Keeps track of current developments in the design, use, collection, analysis and preservation of information and/or raw data.

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Evaluation
Core business

Evaluation

Phase 1

  • Evaluates the value of various documents concerning his field of expertise.

  • Is able to judge his own results in terms of both quality and added value.

  • Is willing to expose ideas to a critical audience; takes others’ opinions of his work into account.

  • Is willing to evaluate the work of other contributors and provides reasoned, realistic judgments of others’ work.

Phase 2

  • Knows how to regularly evaluate the progress, impact and outcomes of his staff’s activities.

  • Takes part in evaluating both internal and external projects.

  • Is able to evaluate hypotheses and concepts lying beyond his field of expertise.

  • Encourages his staff to take ownership of the evaluation process.

Phase 3

  • Is able to deploy and coordinate evaluation processes at both the national and international levels.
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Skill development
Core business

Skill development

Phase 1

  • Sets his professional goals to be ambitious yet realistic.
  • Identifies and develops means to enhance his employability throughout his career; manages his professional development.
  • Broadens and upgrades his skillset, personal qualities and achievements.
  • Uses his networks to expand his scope of competence.
  • Knows how to transfer his expertise to other fields of activity.
  • Realizes the necessarily international dimension of his career path.
  • Accepts input from a mentor or coach to benefit his professional development.

Phase 2

  • Takes a critical look at his skills and experience and regularly fine-tunes his career goals.
  • Knows how to develop new skills to keep step with changing knowledge and needs.
  • Relies on advice from competent professionals (coaching) or experienced staff and takes their opinions into account; uses his networks to manage his career.
  • Is able to evolve gradually from technical expertise to managerial expertise.
  • Helps his staff develop their skills and networks and assists them in achieving career development goals.

Phase 3

  • Knows how to tap the extensive professional network that he has patiently built.
  • Knows how to appoint a team of high-potential staff to work with him.
  • Actively monitors new trends in both the field and the skills vital to developing new projects.
  • Continually develops his managerial skills.

Personal and relational qualities

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Analysis, synthesis and critical thinking
Personal and relational qualities

Analysis, synthesis and critical thinking

Phase 1

  • Analyzes his own findings and those of his peers.

  • Is able to synthesize; expresses key ideas clearly.

  • Can sort and rank information according to the goal.

  • Pursues his reasoning and hypotheses free of dogmatism or ideological bias.

  • Has the objectivity to consider various schools of thought; is able to modify his point of view.

  • Demonstrates intellectual rigor.

Phase 2

  • Knows how to apply his analyzing and synthesizing abilities to new fields.

  • Takes ownership of new analytical methods.

  • Has a novel and independent way of thinking and makes significant contributions.

  • Questions “business-as-usual” scenarios in his activity.

  • Advises his staff to help them develop their own capacities of analysis and synthesis.

  • Stimulates critical thinking among his peers and his staff.

Phase 3

  • Takes a pioneering approach.

  • Knows how to defend a novel way of thinking to his staff and his peers.

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Open-mindedness and creativity
Personal and relational qualities

Open-mindedness and creativity

Phase 1

  • Demonstrates an ability to acquire knowledge; shows flexibility and open-mindedness. Engages in interdisciplinary activities.

  • Possesses a constructive style of questioning and scientific doubt.

  • Develops, takes ownership of and tests new ideas; is clever; seizes opportunities.

  • Interacts with and seeks the collaboration of professionals of different cultures; knows how to accommodate cultural differences.

Phase 2

  • Explores related fields.

  • Conceives new projects to find answers to essential questions.

  • Encourages his staff to seek challenge, be curious and engage in scientific questioning.

  • Defines and carries out innovative interdisciplinary projects with the help of contributors from various backgrounds.

  • Serves as a vector of innovation, a realistic visionary, a constructive agitator.

  • Encourages creativity and innovation among his staff.

  • Has acquired professional experience abroad in a culture other than his own.

Phase 3

  • Extends his curiosity to fields apparently very remote from his own and draws from them substance to apply to his own field;

  • Knows how to take calculated risks by questioning existing knowledge and methods.

  • Encourages creativity in his peers and his staff.

  • Knows how to create a mindset conducive to creativity and innovation.

  • Deploys tools and methods that promote collective creativity.

  • Develops cultural diversity and intercultural dialogue within his teams.

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Commitment
Personal and relational qualities

Commitment

Phase 1

  • Recognizes and can clearly identify his sources of motivation.

  • Is able to sustain his commitment and motivation in the face of setbacks and adversity.

  • Deals efficiently with the routine aspects of his job.

  • Strives for excellence; shows determination.

  • Learns from his mistakes and bounces back from failures.

  • Relies on the support and assistance of his peers.

Phase 2

  • Can picture himself in other contexts; applies his commitment and motivation to other activities and fields of expertise.

  • Perseveres in his undertakings and projects; paves the way for other staff and supports them.

  • Inspires the enthusiasm and commitment of his staff.

Phase 3

  • Has the ability to express a vision and enlist support, even during periods of adversity.

  • Capitalizes on the enthusiasm and perseverance of the people he directs.

>
Integrity
Personal and relational qualities

Integrity

Phase 1

  • Respects the standards and practices of his entity.

  • Demonstrates integrity in the processing and dissemination of data.

  • Demonstrates integrity with respect to his partners’ or competitors' contributions in accordance with intellectual property rules.

  • Upholds the confidentiality and anonymity of subjects taking part in studies and research.

  • Honors his commitments and ensures the congruence between actions and words.

  • Declares any conflict of interest.

Phase 2

  • Builds staff awareness of the need for responsible conduct of research.

  • Advises his peers and staff concerning matters of respect, confidentiality, anonymity and intellectual property.

Phase 3

  • Creates a culture of respect and ethical behavior within his entity.

  • Takes immediate measures if he observes unethical conduct.

  • Contributes to changing policies, procedures and practices relating to integrity.

>
Balance
Personal and relational qualities

Balance

Phase 1

  • Is aware of his aptitudes, knows how to take advantage of them and demonstrate them.

  • Expresses himself relevantly, confidently and didactically.

  • Recognizes the limits of his knowledge, skills and expertise, and knows where to find support when needed.

  • Is able to consider his practices and experience as part of the bigger picture.

  • Develops his strengths and knows how to correct his weaknesses by seeking the opinion of others.

  • Is aware of the need to reconcile career and personal life.

  • Develops mechanisms to cope with pressure and seeks support when needed.

Phase 2

  • Knows how to deal with strong opposition.

  • Draws on his strengths and transcends his weaknesses.

  • Knows how to cope with pressure generated by his career or his personal life.

  • Is able to keep his work and home environments separate.

Phase 3

  • Helps to shape policies on work-life balance.

  • Is able to enhance the image and reputation of his entity and his staff.

>
Listening and empathy
Personal and relational qualities

Listening and empathy

Phase 1

  • Has the ability to listen in various situations.

  • Understands the needs and way of thinking of the people he deals with, including those with a different field of expertise, occupation and/or culture.

Phase 2

  • Knows how to engage in active listening in various situations.

  • Is careful to take his contacts’ needs and frame of reference into account.

  • Expresses gratitude regularly.

  • Takes the needs of his staff into consideration, is sensitive to signs of stress and able to provide support and advice when needed.

Phase 3

  • Encourages his staff to exercise their listening abilities.

  • Establishes a mode of operation that allows everyone’s contributions to be taken into account.

>
Negotiation
Personal and relational qualities

Negotiation

Phase 1

  • Is able to detect people’s unstated needs based on the requests they formulate.

  • Knows how to reconcile the drivers, requirements and constraints of his contacts to reach a consensus, and is able to gather all the information needed to do so.

Phase 2

  • Is familiar with negotiating techniques.

  • Knows how to come up with win-win solutions.

  • Is able to negotiate in order to obtain the resources needed for projects.

Phase 3

  • Can conduct negotiations at the national and international levels.

>
Collaboration
Personal and relational qualities

Collaboration

Phase 1

  • Develops and maintains cooperative networks.

  • Knows how to build a professional network for his own and the company’s benefit.

  • Is considered an authority in his field of expertise.

  • Is able to envisage his work in a partnership framework; evaluates the benefits and limitations of a partnership and identifies shared and conflicting interests.

Phase 2

  • Collaborates with people/teams who play a pivotal role on the global scale.

  • Leads networks and helps to institute dialogue between different entities.

  • Knows how to establish partnership relations with people working outside his field.

  • Has the ability to co-produce results and/or innovations.

Phase 3

  • Can identify and mobilize various networks.

  • Sets up cooperations with a range of external organizations, at both national and international levels.

>
Communication
Personal and relational qualities

Communication

Phase 1

  • Knows how to put together a persuasive presentation and communicate about his project or his activity.

  • Understands, interprets and communicates appropriately in a register suited to his aims and his audience.

  • Masters a range of communication tools.

  • Masters his online identity.

  • Contributes to the dissemination of knowledge within the company, and demonstrates effective teaching skills.

  • Is proficient in at least English and one other world language.

Phase 2

  • Adapts his register to communicate with experts in other fields at both the national and international levels.

  • Masters communication techniques for various contexts and media.

  • Communicates effectively when addressing a diverse and lay audience.

  • Knows how to address a community of professionals.

  • Educates and trains his staff in the use of digital communication technologies.

  • Is able to work and lead a group in at least English and one other world language.

Phase 3

  • Is asked to provide input on key questions in his area of expertise.

  • Chooses content, register and channels of communication appropriate for the circumstance or to serve his strategy.

  • Uses national and/or international media.

  • Can manage and negotiate complex matters English and at least one other world.

  • Initiates and promotes actions to disseminate knowledge.

>
Analysis, synthesis and critical thinking
Personal and relational qualities

Analysis, synthesis and critical thinking

Phase 1

  • Analyzes his own findings and those of his peers.

  • Is able to synthesize; expresses key ideas clearly.

  • Can sort and rank information according to the goal.

  • Pursues his reasoning and hypotheses free of dogmatism or ideological bias.

  • Has the objectivity to consider various schools of thought; is able to modify his point of view.

  • Demonstrates intellectual rigor.

Phase 2

  • Knows how to apply his analyzing and synthesizing abilities to new fields.

  • Takes ownership of new analytical methods.

  • Has a novel and independent way of thinking and makes significant contributions.

  • Questions “business-as-usual” scenarios in his activity.

  • Advises his staff to help them develop their own capacities of analysis and synthesis.

  • Stimulates critical thinking among his peers and his staff.

Phase 3

  • Takes a pioneering approach.

  • Knows how to defend a novel way of thinking to his staff and his peers.

>
Open-mindedness and creativity
Personal and relational qualities

Open-mindedness and creativity

Phase 1

  • Demonstrates an ability to acquire knowledge; shows flexibility and open-mindedness. Engages in interdisciplinary activities.

  • Possesses a constructive style of questioning and scientific doubt.

  • Develops, takes ownership of and tests new ideas; is clever; seizes opportunities.

  • Interacts with and seeks the collaboration of professionals of different cultures; knows how to accommodate cultural differences.

Phase 2

  • Explores related fields.

  • Conceives new projects to find answers to essential questions.

  • Encourages his staff to seek challenge, be curious and engage in scientific questioning.

  • Defines and carries out innovative interdisciplinary projects with the help of contributors from various backgrounds.

  • Serves as a vector of innovation, a realistic visionary, a constructive agitator.

  • Encourages creativity and innovation among his staff.

  • Has acquired professional experience abroad in a culture other than his own.

Phase 3

  • Extends his curiosity to fields apparently very remote from his own and draws from them substance to apply to his own field;

  • Knows how to take calculated risks by questioning existing knowledge and methods.

  • Encourages creativity in his peers and his staff.

  • Knows how to create a mindset conducive to creativity and innovation.

  • Deploys tools and methods that promote collective creativity.

  • Develops cultural diversity and intercultural dialogue within his teams.

>
Commitment
Personal and relational qualities

Commitment

Phase 1

  • Recognizes and can clearly identify his sources of motivation.

  • Is able to sustain his commitment and motivation in the face of setbacks and adversity.

  • Deals efficiently with the routine aspects of his job.

  • Strives for excellence; shows determination.

  • Learns from his mistakes and bounces back from failures.

  • Relies on the support and assistance of his peers.

Phase 2

  • Can picture himself in other contexts; applies his commitment and motivation to other activities and fields of expertise.

  • Perseveres in his undertakings and projects; paves the way for other staff and supports them.

  • Inspires the enthusiasm and commitment of his staff.

Phase 3

  • Has the ability to express a vision and enlist support, even during periods of adversity.

  • Capitalizes on the enthusiasm and perseverance of the people he directs.

>
Integrity
Personal and relational qualities

Integrity

Phase 1

  • Respects the standards and practices of his entity.

  • Demonstrates integrity in the processing and dissemination of data.

  • Demonstrates integrity with respect to his partners’ or competitors' contributions in accordance with intellectual property rules.

  • Upholds the confidentiality and anonymity of subjects taking part in studies and research.

  • Honors his commitments and ensures the congruence between actions and words.

  • Declares any conflict of interest.

Phase 2

  • Builds staff awareness of the need for responsible conduct of research.

  • Advises his peers and staff concerning matters of respect, confidentiality, anonymity and intellectual property.

Phase 3

  • Creates a culture of respect and ethical behavior within his entity.

  • Takes immediate measures if he observes unethical conduct.

  • Contributes to changing policies, procedures and practices relating to integrity.

>
Balance
Personal and relational qualities

Balance

Phase 1

  • Is aware of his aptitudes, knows how to take advantage of them and demonstrate them.

  • Expresses himself relevantly, confidently and didactically.

  • Recognizes the limits of his knowledge, skills and expertise, and knows where to find support when needed.

  • Is able to consider his practices and experience as part of the bigger picture.

  • Develops his strengths and knows how to correct his weaknesses by seeking the opinion of others.

  • Is aware of the need to reconcile career and personal life.

  • Develops mechanisms to cope with pressure and seeks support when needed.

Phase 2

  • Knows how to deal with strong opposition.

  • Draws on his strengths and transcends his weaknesses.

  • Knows how to cope with pressure generated by his career or his personal life.

  • Is able to keep his work and home environments separate.

Phase 3

  • Helps to shape policies on work-life balance.

  • Is able to enhance the image and reputation of his entity and his staff.

>
Listening and empathy
Personal and relational qualities

Listening and empathy

Phase 1

  • Has the ability to listen in various situations.

  • Understands the needs and way of thinking of the people he deals with, including those with a different field of expertise, occupation and/or culture.

Phase 2

  • Knows how to engage in active listening in various situations.

  • Is careful to take his contacts’ needs and frame of reference into account.

  • Expresses gratitude regularly.

  • Takes the needs of his staff into consideration, is sensitive to signs of stress and able to provide support and advice when needed.

Phase 3

  • Encourages his staff to exercise their listening abilities.

  • Establishes a mode of operation that allows everyone’s contributions to be taken into account.

>
Negotiation
Personal and relational qualities

Negotiation

Phase 1

  • Is able to detect people’s unstated needs based on the requests they formulate.

  • Knows how to reconcile the drivers, requirements and constraints of his contacts to reach a consensus, and is able to gather all the information needed to do so.

Phase 2

  • Is familiar with negotiating techniques.

  • Knows how to come up with win-win solutions.

  • Is able to negotiate in order to obtain the resources needed for projects.

Phase 3

  • Can conduct negotiations at the national and international levels.

>
Collaboration
Personal and relational qualities

Collaboration

Phase 1

  • Develops and maintains cooperative networks.

  • Knows how to build a professional network for his own and the company’s benefit.

  • Is considered an authority in his field of expertise.

  • Is able to envisage his work in a partnership framework; evaluates the benefits and limitations of a partnership and identifies shared and conflicting interests.

Phase 2

  • Collaborates with people/teams who play a pivotal role on the global scale.

  • Leads networks and helps to institute dialogue between different entities.

  • Knows how to establish partnership relations with people working outside his field.

  • Has the ability to co-produce results and/or innovations.

Phase 3

  • Can identify and mobilize various networks.

  • Sets up cooperations with a range of external organizations, at both national and international levels.

>
Communication
Personal and relational qualities

Communication

Phase 1

  • Knows how to put together a persuasive presentation and communicate about his project or his activity.

  • Understands, interprets and communicates appropriately in a register suited to his aims and his audience.

  • Masters a range of communication tools.

  • Masters his online identity.

  • Contributes to the dissemination of knowledge within the company, and demonstrates effective teaching skills.

  • Is proficient in at least English and one other world language.

Phase 2

  • Adapts his register to communicate with experts in other fields at both the national and international levels.

  • Masters communication techniques for various contexts and media.

  • Communicates effectively when addressing a diverse and lay audience.

  • Knows how to address a community of professionals.

  • Educates and trains his staff in the use of digital communication technologies.

  • Is able to work and lead a group in at least English and one other world language.

Phase 3

  • Is asked to provide input on key questions in his area of expertise.

  • Chooses content, register and channels of communication appropriate for the circumstance or to serve his strategy.

  • Uses national and/or international media.

  • Can manage and negotiate complex matters English and at least one other world.

  • Initiates and promotes actions to disseminate knowledge.

DocPro

Welcome to DocPro

DocPro

Welcome to DocPro

PhD-holders are in the vanguard of their scientific discipline. They are also well-rounded professionals with skills extending beyond their area of expertise. DocPro describes the 24 core competencies that they develop in the course of their doctoral training and subsequent career.

Business management and value creation

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Project management
Business management and value creation

Project management

Phase 1

  • Plans projects to meet goals in accordance with strategy and priorities, and taking quality, deadline and budget constraints into account.
  • Knows how to write specifications.
  • Is accountable for resources used and for meeting the deadlines and quality requirements of the deliverable.
  • Reacts efficiently and appropriately to change and unforeseen events.
  • Conducts his project within a framework of auditing and evaluation, deploying the appropriate systems.

Phase 2

  • Is attentive to discontinuities, trends and weak signals; is prepared for the unexpected; identifies unforeseen opportunities in the project.
  • Recognizes good ideas and best practices, identifies weaknesses and gaps.
  • Considers and implements any necessary changes in objectives, organization, schedule, resources and quality requirements.
  • Knows how to drive his staff in compliance with scheduling and time constraints.
  • Utilizes a wide range of project management strategies; clarifies priorities and formalizes expectations.
  • Introduces quality systems.
  • Guides difficult, complex projects to successful completion; manages several projects simultaneously and efficiently; can intervene to conduct project audits and propose action plans to get projects back on track.
  • Provides support or assistance to his staff; takes over on projects that lack leadership.

Phase 3

  • Takes the general environment of projects into account and is able to take a long-term view.
  • Develops complex, high-impact projects.
  • Allocates resources strategically among different projects.
  • Is able to synchronize tasks among inter-dependent projects.
  • Manages his time strategically as his level of responsibility increases, particularly through careful use of delegation.
  • Takes ownership of difficult or unpopular decisions and explains them with clarity and rigor; knows when it is time to abort a project.
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Managing change
Business management and value creation

Managing change

Phase 1

  • Can adapt his approach and the project organization according to imperatives.

  • Adapts to changes and opportunities; knows how and where to find advice.

Phase 2

  • Is able to get people to see the need for change.

  • Defines objectives and rallies support for them.

  • Creates momentum and builds alliances.

  • Achieves initial results rapidly.

  • Understands the possible causes of the failure of a change plan.

Phase 3

  • Knows how to give meaning and perspective.

  • Knows how to manage the key stages of change and grief.

  • Promotes and encourages change, contributes to organizational change initiatives.

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Managing risks
Business management and value creation

Managing risks

Phase 1

  • Can determine the risks related to his project and the means for controlling them.
  • Is aware that technological and financial risks increase during the innovation process.
  • Understands the concept of corporate social responsibility.

Phase 2

  • Analyzes and identifies the risks created by an activity.
  • Educates and trains staff and partners in the implementation of appropriate risk management procedures.
  • Takes social and environmental imperatives into account in the projects he manages.
  • Educates and trains his staff in the imperatives of social and environmental responsibility.

Phase 3

  • Has the ability to manage the company’s risks through the use of risk management strategies, including prevention, acceptance, mitigation and transfer.
  • Advises and is able to define and manage a policy on social and environmental responsibility.
  • Encourages collective understanding of the implications and principles of social and environmental responsibility in the context of his activity.
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Decision-making
Business management and value creation

Decision-making

Phase 1

  • Knows how to make appropriate decisions for each phase of his project.
  • Assists his line management in making major decisions (e.g., reporting, scenarios)

Phase 2

  • Realizes that no one solution is perfect; can reconcile the imperatives of the market with the quest for technical optimization.
  • Is able to make choices and assume the consequences of his decisions; has the ability to reconsider decisions when needed.

Phase 3

  • Is able to instigate and control major change.
  • Knows how to make decisions in an unstable and uncertain environment taking all technical, financial, human, organizational, political and other factors into account.
>
Obtaining and managing funding
Business management and value creation

Obtaining and managing funding

Phase 1

  • Manages his own funding and is comfortable in discussions with budget, financial and economic decision-makers.
  • Understands the funding process and knows how to determine the profitability of an activity.
  • Knows how to answer a request for proposals and/or write a grant application.

Phase 2

  • Has the knowledge to manage the budgetary, financial and accounting aspects of his projects and activities.
  • Is able to make choices.
  • Is familiar with available sources of innovation funding and knows how to mobilize them.
  • Views his activity in the context of investment/return on investment.
  • Advises and guides his staff in the financing and budget follow-up of activities.
  • Advises and guides his staff in creating value and generating revenue and funding.

Phase 3

  • Knows how to use European and international institutional funding mechanisms to support projects.

  • Helps to formalize and manage a policy on funding, budget management, financial management and value creation.

  • Is able to establish financial partnerships and devise additional funding arrangements.

  • Participates in bodies that allocate funding and helps to shape their strategy.

>
People management
Business management and value creation

People management

Phase 1

  • Has experience with teamwork; knows how to encourage, support and recognize the contributions of each player.

  • Knows how to be a team player.

  • Is able to win the trust of his peers and his line management.

  • Can report on his activities.

  • Supports his peers when needed and can provide assistance.

  • Understands human resources policies and management tools such as recruitment, evaluation, remuneration and strategic workforce planning.

  • Takes safety, social responsibility and labor law requirements into account.

  • Upholds rules on non-discrimination and equal opportunity among employees.

Phase 2

  • As a manager, makes appropriate use of the full spectrum of HR policies and management tools with regard to his teams (recruitment, promotion, evaluation, safety rules, principles of non-discrimination and diversity, etc.).

  • Puts together and directs a team, taking advantage of the strengths and skills of each member.

  • Has the ability to set objectives for his staff and evaluate their attainment.

  • Knows how to delegate and monitor.

  • Supports his staff; encourages them to become more autonomous and recognizes their commitment and results.

  • Ensures the collective success of projects.

  • Detects and nurtures the talents of his staff and supports to their professional development.

  • Knows how to deal with conflicts.

  • Involves his staff in decision-making.

  • Has his own management style.

  • Is able to define guidelines for safety and social responsibility.

  • Accepts responsibilities beyond his defined scope for the good of the organization as a whole.

Phase 3

  • Contributes to the evolution of HR policies and management tools within or outside his organization.

  • Has the ability to implement an occupational health and safety policy within his organization and to suggest its development on a national scale.

  • Promotes and deploys a policy of diversity and equal opportunity within his entity.

  • Builds a common methodological foundation, develops skill transfer, disseminates best practices and capitalizes on experience.

  • Ensures the success of his teams.

  • Has honed his mentoring skills and strategies.

  • Plays a role in the deployment of mentoring practices within his entity.

  • Assumes the responsibilities that come with managing a large entity.

  • Assumes responsibility for making his organization or entity more attractive.

>
Producing results
Business management and value creation

Producing results

Phase 1

  • Knows how to transform ideas into innovations.

  • Quickly deploys prototype and test phases; involves internal and external customers in these phases.

  • Learns the lessons of the initial tests.

  • Understands the policies and processes involved in publishing and exploiting research outcomes in his entity.

  • Is able to determine the most appropriate means of exploiting his results (e.g., patent, publication).

Phase 2

  • Always seeks news ways to improve his performance and that of his staff.

  • Knows how to detect opportunities liable to lead to a commercial application.

  • Manages the transition from research to innovation: organizes processes and manages non-deterministic aspects.

  • Meets the challenges and opportunities for value creation in his field.

  • Deploys experimental platforms.

Phase 3

  • Has proven experience with bringing a new product to market or starting up a new company or entity.

  • Manages innovation processes from the birth of an idea through its delivery to market.

  • Is recognized in his field on the strength of his results.

>
Intellectual and industrial property
Business management and value creation

Intellectual and industrial property

Phase 1

  • Has basic knowledge of the rules of intellectual/industrial property and copyright as they apply to his own activities.

  • Understands the advantages and drawbacks of filing a patent.
  • Is aware of the importance of controlling the release of information.

Phase 2

  • Is familiar with the process of filing a patent and with all forms of protection of research outcomes (technical protection and marketing).

  • Makes his peers and staff aware of the legal requirements of intellectual/industrial property and/or copyright.

  • Is able to list the areas of technical knowledge that is strategic for the company and identify the individuals in possession of it. Knows how to manage the sharing and perpetuation of knowledge.

Phase 3

  • Knows how to manage an intellectual/industrial property portfolio.

  • Is able to negotiate, formalize and manage confidentiality agreements and intellectual property agreements.

  • Is able to implement an intellectual property policy within his/her entity: drafting of procedures, training plans, etc.
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Customer focus
Business management and value creation

Customer focus

Phase 1

  • Is attentive to national and international markets; takes incoming and outgoing communication (suppliers, customers) into account.

  • Gathers information on the needs and expectations of internal and external customers.

  • Uses his technical expertise and familiarity with products to propose solutions tailored to customers.

  • Masters the basics of marketing.

Phase 2

  • Knows how to reconcile the needs of customers, partners and the entity.

  • Is able to make choices based on technical constraints and feedback from customers and partners.

  • Creates the conditions for his entity to keep a pulse on the needs of the market.

Phase 3

  • Sait équilibrer les besoins des clients, des partenaires et de la structure.
  • Sait arbitrer en fonction des contraintes techniques et du feed-back des clients et partenaires.
  • Crée les conditions d'écoute du marché au sein de sa structure.
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Project management
Business management and value creation

Project management

Phase 1

  • Plans projects to meet goals in accordance with strategy and priorities, and taking quality, deadline and budget constraints into account.
  • Knows how to write specifications.
  • Is accountable for resources used and for meeting the deadlines and quality requirements of the deliverable.
  • Reacts efficiently and appropriately to change and unforeseen events.
  • Conducts his project within a framework of auditing and evaluation, deploying the appropriate systems.

Phase 2

  • Is attentive to discontinuities, trends and weak signals; is prepared for the unexpected; identifies unforeseen opportunities in the project.
  • Recognizes good ideas and best practices, identifies weaknesses and gaps.
  • Considers and implements any necessary changes in objectives, organization, schedule, resources and quality requirements.
  • Knows how to drive his staff in compliance with scheduling and time constraints.
  • Utilizes a wide range of project management strategies; clarifies priorities and formalizes expectations.
  • Introduces quality systems.
  • Guides difficult, complex projects to successful completion; manages several projects simultaneously and efficiently; can intervene to conduct project audits and propose action plans to get projects back on track.
  • Provides support or assistance to his staff; takes over on projects that lack leadership.

Phase 3

  • Takes the general environment of projects into account and is able to take a long-term view.
  • Develops complex, high-impact projects.
  • Allocates resources strategically among different projects.
  • Is able to synchronize tasks among inter-dependent projects.
  • Manages his time strategically as his level of responsibility increases, particularly through careful use of delegation.
  • Takes ownership of difficult or unpopular decisions and explains them with clarity and rigor; knows when it is time to abort a project.
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Managing change
Business management and value creation

Managing change

Phase 1

  • Can adapt his approach and the project organization according to imperatives.

  • Adapts to changes and opportunities; knows how and where to find advice.

Phase 2

  • Is able to get people to see the need for change.

  • Defines objectives and rallies support for them.

  • Creates momentum and builds alliances.

  • Achieves initial results rapidly.

  • Understands the possible causes of the failure of a change plan.

Phase 3

  • Knows how to give meaning and perspective.

  • Knows how to manage the key stages of change and grief.

  • Promotes and encourages change, contributes to organizational change initiatives.

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Managing risks
Business management and value creation

Managing risks

Phase 1

  • Can determine the risks related to his project and the means for controlling them.
  • Is aware that technological and financial risks increase during the innovation process.
  • Understands the concept of corporate social responsibility.

Phase 2

  • Analyzes and identifies the risks created by an activity.
  • Educates and trains staff and partners in the implementation of appropriate risk management procedures.
  • Takes social and environmental imperatives into account in the projects he manages.
  • Educates and trains his staff in the imperatives of social and environmental responsibility.

Phase 3

  • Has the ability to manage the company’s risks through the use of risk management strategies, including prevention, acceptance, mitigation and transfer.
  • Advises and is able to define and manage a policy on social and environmental responsibility.
  • Encourages collective understanding of the implications and principles of social and environmental responsibility in the context of his activity.
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Decision-making
Business management and value creation

Decision-making

Phase 1

  • Knows how to make appropriate decisions for each phase of his project.
  • Assists his line management in making major decisions (e.g., reporting, scenarios)

Phase 2

  • Realizes that no one solution is perfect; can reconcile the imperatives of the market with the quest for technical optimization.
  • Is able to make choices and assume the consequences of his decisions; has the ability to reconsider decisions when needed.

Phase 3

  • Is able to instigate and control major change.
  • Knows how to make decisions in an unstable and uncertain environment taking all technical, financial, human, organizational, political and other factors into account.
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Obtaining and managing funding
Business management and value creation

Obtaining and managing funding

Phase 1

  • Manages his own funding and is comfortable in discussions with budget, financial and economic decision-makers.
  • Understands the funding process and knows how to determine the profitability of an activity.
  • Knows how to answer a request for proposals and/or write a grant application.

Phase 2

  • Has the knowledge to manage the budgetary, financial and accounting aspects of his projects and activities.
  • Is able to make choices.
  • Is familiar with available sources of innovation funding and knows how to mobilize them.
  • Views his activity in the context of investment/return on investment.
  • Advises and guides his staff in the financing and budget follow-up of activities.
  • Advises and guides his staff in creating value and generating revenue and funding.

Phase 3

  • Knows how to use European and international institutional funding mechanisms to support projects.

  • Helps to formalize and manage a policy on funding, budget management, financial management and value creation.

  • Is able to establish financial partnerships and devise additional funding arrangements.

  • Participates in bodies that allocate funding and helps to shape their strategy.

>
People management
Business management and value creation

People management

Phase 1

  • Has experience with teamwork; knows how to encourage, support and recognize the contributions of each player.

  • Knows how to be a team player.

  • Is able to win the trust of his peers and his line management.

  • Can report on his activities.

  • Supports his peers when needed and can provide assistance.

  • Understands human resources policies and management tools such as recruitment, evaluation, remuneration and strategic workforce planning.

  • Takes safety, social responsibility and labor law requirements into account.

  • Upholds rules on non-discrimination and equal opportunity among employees.

Phase 2

  • As a manager, makes appropriate use of the full spectrum of HR policies and management tools with regard to his teams (recruitment, promotion, evaluation, safety rules, principles of non-discrimination and diversity, etc.).

  • Puts together and directs a team, taking advantage of the strengths and skills of each member.

  • Has the ability to set objectives for his staff and evaluate their attainment.

  • Knows how to delegate and monitor.

  • Supports his staff; encourages them to become more autonomous and recognizes their commitment and results.

  • Ensures the collective success of projects.

  • Detects and nurtures the talents of his staff and supports to their professional development.

  • Knows how to deal with conflicts.

  • Involves his staff in decision-making.

  • Has his own management style.

  • Is able to define guidelines for safety and social responsibility.

  • Accepts responsibilities beyond his defined scope for the good of the organization as a whole.

Phase 3

  • Contributes to the evolution of HR policies and management tools within or outside his organization.

  • Has the ability to implement an occupational health and safety policy within his organization and to suggest its development on a national scale.

  • Promotes and deploys a policy of diversity and equal opportunity within his entity.

  • Builds a common methodological foundation, develops skill transfer, disseminates best practices and capitalizes on experience.

  • Ensures the success of his teams.

  • Has honed his mentoring skills and strategies.

  • Plays a role in the deployment of mentoring practices within his entity.

  • Assumes the responsibilities that come with managing a large entity.

  • Assumes responsibility for making his organization or entity more attractive.

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Producing results
Business management and value creation

Producing results

Phase 1

  • Knows how to transform ideas into innovations.

  • Quickly deploys prototype and test phases; involves internal and external customers in these phases.

  • Learns the lessons of the initial tests.

  • Understands the policies and processes involved in publishing and exploiting research outcomes in his entity.

  • Is able to determine the most appropriate means of exploiting his results (e.g., patent, publication).

Phase 2

  • Always seeks news ways to improve his performance and that of his staff.

  • Knows how to detect opportunities liable to lead to a commercial application.

  • Manages the transition from research to innovation: organizes processes and manages non-deterministic aspects.

  • Meets the challenges and opportunities for value creation in his field.

  • Deploys experimental platforms.

Phase 3

  • Has proven experience with bringing a new product to market or starting up a new company or entity.

  • Manages innovation processes from the birth of an idea through its delivery to market.

  • Is recognized in his field on the strength of his results.

>
Intellectual and industrial property
Business management and value creation

Intellectual and industrial property

Phase 1

  • Has basic knowledge of the rules of intellectual/industrial property and copyright as they apply to his own activities.

  • Understands the advantages and drawbacks of filing a patent.
  • Is aware of the importance of controlling the release of information.

Phase 2

  • Is familiar with the process of filing a patent and with all forms of protection of research outcomes (technical protection and marketing).

  • Makes his peers and staff aware of the legal requirements of intellectual/industrial property and/or copyright.

  • Is able to list the areas of technical knowledge that is strategic for the company and identify the individuals in possession of it. Knows how to manage the sharing and perpetuation of knowledge.

Phase 3

  • Knows how to manage an intellectual/industrial property portfolio.

  • Is able to negotiate, formalize and manage confidentiality agreements and intellectual property agreements.

  • Is able to implement an intellectual property policy within his/her entity: drafting of procedures, training plans, etc.
>
Customer focus
Business management and value creation

Customer focus

Phase 1

  • Is attentive to national and international markets; takes incoming and outgoing communication (suppliers, customers) into account.

  • Gathers information on the needs and expectations of internal and external customers.

  • Uses his technical expertise and familiarity with products to propose solutions tailored to customers.

  • Masters the basics of marketing.

Phase 2

  • Knows how to reconcile the needs of customers, partners and the entity.

  • Is able to make choices based on technical constraints and feedback from customers and partners.

  • Creates the conditions for his entity to keep a pulse on the needs of the market.

Phase 3

  • Sait équilibrer les besoins des clients, des partenaires et de la structure.
  • Sait arbitrer en fonction des contraintes techniques et du feed-back des clients et partenaires.
  • Crée les conditions d'écoute du marché au sein de sa structure.

Strategy and Leadership

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Strategy
Strategy and Leadership

Strategy

Phase 1

  • Is aware of how his project fits into the organization’s strategy and the strategic directions of the sector or field of activity.
  • Understands relationships between entities and individuals (the role and drivers of each).
  • Is able to identify influent people that support his projects and understand what they stand to gain from it.

Phase 2

  • Observes his environment; recognizes discontinuities and micro-trends; detects weak signals.
  • Develops his own approach and shapes his understanding of the topic.
  • Encourages brainstorming and draws conclusions relevant to his area of activity.
  • Regularly produces documents of a forward-looking and strategic nature.
  • Makes sure that his activities contribute to the company’s strategy and attainment of its objectives, and to the enrichment of his organization or sector of activity.
  • Is familiar with various innovation strategies.
  • Ensures that his staff is aware of and understands their environment and the importance of strategy.

Phase 3

  • Discerns ties between apparently unrelated or separate issues.
  • Develops action plans and complex projects.
  • Knows how to define and deploy a strategy for the entity he directs.
  • Contributes to defining and implementing the company’s overall strategy.
  • Mobilizes the individuals/networks/entities having a stake in his project on behalf of his entity.
>
Leadership
Strategy and Leadership

Leadership

Phase 1

  • Exercises leadership in connection with a project of which he is in charge.
  • Knows how to be persuasive and enlist support for a project
  • .Mobilizes skills for a project of which he is not in charge; manages human resources even when people do not officially report to him.
  • Builds alliances.
  • Establishes relationships based on trust.

Phase 2

  • Recognizes the need for and merits of collective effort; knows how to motivate and drive the entity he manages.
  • Is familiar with various leadership styles and adapts them to the specific project and the people on the team.
  • Is known within the company as a leader with the potential to promote ideas and initiatives and contribute effectively to their implementation.
  • Is able to impose his leadership in a competitive context.
  • Coordinates and mobilizes networks.
  • Encourages his staff to build a climate of trust.
  • Grooms his staff for future leadership roles.

Phase 3

  • Builds and maintains networks of skills, projects, teams and entities.
  • Helps others understand the meaning of their efforts.
  • Through his actions, inspires trust in the entity and in the projects he manages.
  • Enjoys international influence and reputation: decision-makers seek his input and advice.
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What they are saying

Laurence Breton-Kueny

Director of Human Resources, AFNOR group

The systemic approach involves viewing an enterprise as a whole and considering the subject from a wider angle. PhD-holders have this thirst for knowledge and intellectual curiosity in their DNA.

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Jean-François Minster

Scientific Director, Total

A PhD-holder is someone who has learned to work in an uncharted field, and being able to work in unknown territory is vital to being a manager. It is also someone who...

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Christelle Catone

Sales and support manager drug discovery EMEA with Cisbio Bioassays

The profiles that recruiters post on DocPro enable PhD-holders to ask themselves the question: “Is this a company to which I should send an unsolicited application? Do I match this profile?”

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