G. FREDERICK SMITH CHEMICAL COMPANY
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Get Your NEW 76 GENERAL CATALOG FREE... Featuring Over 477 Chemicals KLEEHDRYANSTOR ? in niit Ι/ηψα Îtèvwfry Aid GFS CHEMICALS CIRCLE 191 O N READER SERVICE CARD Figure 2 enrichment programs, employee suggestion plans, variable work hours, on the job training, and educational assistance programs are provided to maintain technical competence. New Breed of Specialists. Ad- vances in analytical techniques have come extremely fast and frequent over the last two decades. The advent of computer-controlled spectrometers and real-time data acquisition systems has altered the centroids of analytical chemistry. Paralleling this technical instrument explosion have come the specialists communicating with other specialists in technical jargon and with high-speed data processing facilities. The mature (older) analytical profes- sional can be easily left behind. He will feel obsolete, useless, and ready for the back forty. In designing an organization change, the experience of the mature professionalist needs to be blended with the bright young specialist. Such a team can be effective when each is properly motivated to produce from his valuable assets. Information ex- change must take place if the special- ist is to benefit from the mature ana- lyst's experience. Also, when given an appropriate opportunity, most experi- enced analysts can adapt to many spe- cialized techniques. In a reasonable period of time it will be apparent to all whether the particular team is func- tioning at a satisfactory level. If so, good. If not, the original organization design must include viable options for either or both members of the team without creating a win/lose condition. Job Rotation. Although there may be a few exceptions, most professional individuals need a reassignment after a 5-10-year assignment in a given area. Sometimes drastic surgery is tried even though it is not needed. More frequently, no provision is made for planned rotation in the original or- ganization design. Only after a num- ber of specialists have left the compa- ny does the correct question arise that leads to personnel rotation. As most know, infrared has been a mainstay of analyses for decades. Now, computer- controlled Fourier transform infrared spectroscopy is upon the scene. Devel- opments such as these provide an ef- fective assignment change if the in- frared analyst can grow into this new field. Other avenues are available to change assignments. If basic to the or- ganization design, a molecular struc- ture unit is incorporated, and oppor- tunity for "job supplementation" or rotation becomes an adjacent activity instead of an orthogonal one. Combin- ing mass spectroscopy, nuclear mag- netic resonance, and infrared provides at least three adjacent careers for the professional analyst. Job Progression. Since most ana- lytical laboratories have four major ef- forts, a job progression through these four areas can also be an effective long-time motivator. The four areas are: new research techniques, method development, problem solving, and service analysis. The number of years a particular analyst spends in either of these areas varies but probably ranges between 4 and 10 years in each area. The recent young aggressive gradu- ate has been research oriented during his university tenure while obtaining a professional degree. Coupling these youthful energies into new research techniques provides an effective tran- sition from the university atmosphere to the real world. When this thirst is quenched with experience, the breadth of the individual has in- creased significantly. It is a natural step to expand the horizons to include method development. Probably, some lessening interest in research of new methods will result for many as the personal satisfaction and rewards as- sociated with this area of analysis are developed within the individual. As time goes by, experience in method development leads many persons to become top-notch problem solvers. These key employees perform unique 730 A · ANALYTICAL CHEMISTRY, VOL. 48, NO. 9, AUGUST 1976 G. FREDERICK SMITH CHEMICAL COMPANY 867 McKinley Ave Columbus. Ohio 43223 GI4 l2a4-5343 LabKaddy CUVETTE TEST TUBE CLEANER H'MliHBII.'iajl.l.miMIH.J • REGULATIONS PLANT EFFLUENTS ANALYTICAL TESTING WATER PRODUCT ANALYSIS PLANT ENVIRONMENT WAREHOUSE STORAGE MATERIALS — REACT ANTS ANALYTICAL LABORATORY COMPLIANCE
Transcript of G. FREDERICK SMITH CHEMICAL COMPANY
Get Your NEW 76 GENERAL CATALOG FREE... Featuring Over 477 Chemicals
KLEEHDRYANSTOR ? in niit Ι/ηψα Îtèvwfry Aid
G F S C H E M I C A L S CIRCLE 191 ON READER SERVICE CARD
Figure 2
enrichment programs, employee suggestion plans, variable work hours, on the job training, and educational assistance programs are provided to maintain technical competence.
New Breed of Specialists. Advances in analytical techniques have come extremely fast and frequent over the last two decades. The advent of computer-controlled spectrometers and real-time data acquisition systems has altered the centroids of analytical chemistry. Paralleling this technical instrument explosion have come the specialists communicating with other specialists in technical jargon and with high-speed data processing facilities. The mature (older) analytical professional can be easily left behind. He will feel obsolete, useless, and ready for the back forty.
In designing an organization change, the experience of the mature professionalist needs to be blended with the bright young specialist. Such a team can be effective when each is properly motivated to produce from his valuable assets. Information exchange must take place if the specialist is to benefit from the mature analyst's experience. Also, when given an appropriate opportunity, most experienced analysts can adapt to many specialized techniques. In a reasonable period of time it will be apparent to all whether the particular team is functioning at a satisfactory level. If so, good. If not, the original organization design must include viable options for either or both members of the team without creating a win/lose condition.
Job Rotation. Although there may be a few exceptions, most professional individuals need a reassignment after a 5-10-year assignment in a given area. Sometimes drastic surgery is tried even though it is not needed. More frequently, no provision is made for planned rotation in the original organization design. Only after a number of specialists have left the company does the correct question arise that
leads to personnel rotation. As most know, infrared has been a mainstay of analyses for decades. Now, computer-controlled Fourier transform infrared spectroscopy is upon the scene. Developments such as these provide an effective assignment change if the infrared analyst can grow into this new field. Other avenues are available to change assignments. If basic to the organization design, a molecular structure unit is incorporated, and opportunity for "job supplementation" or rotation becomes an adjacent activity instead of an orthogonal one. Combining mass spectroscopy, nuclear magnetic resonance, and infrared provides at least three adjacent careers for the professional analyst.
Job Progression. Since most analytical laboratories have four major efforts, a job progression through these four areas can also be an effective long-time motivator. The four areas are: new research techniques, method development, problem solving, and service analysis. The number of years a particular analyst spends in either of these areas varies but probably ranges between 4 and 10 years in each area.
The recent young aggressive graduate has been research oriented during his university tenure while obtaining a professional degree. Coupling these youthful energies into new research techniques provides an effective transition from the university atmosphere to the real world. When this thirst is quenched with experience, the breadth of the individual has increased significantly. It is a natural step to expand the horizons to include method development. Probably, some lessening interest in research of new methods will result for many as the personal satisfaction and rewards associated with this area of analysis are developed within the individual. As time goes by, experience in method development leads many persons to become top-notch problem solvers. These key employees perform unique
730 A · ANALYTICAL CHEMISTRY, VOL. 48, NO. 9, AUGUST 1976
G. F R E D E R I C K S M I T H C H E M I C A L C O M P A N Y 867 McKinley Ave Columbus. Ohio 43223
G I 4 l 2 a 4 - 5 3 4 3
LabKaddy CUVETTE TEST TUBE CLEANER
H'MliHBII.'iajl.l.miMIH.J
•
REGULATIONS PLANT EFFLUENTS
ANALYTICAL TESTING WATER
PRODUCT ANALYSIS PLANT ENVIRONMENT WAREHOUSE STORAGE
MATERIALS — REACT ANTS
ANALYTICAL LABORATORY
COMPLIANCE
