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Introduction to the Dual Career Services: How a dual career office may support your job search

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A transfeminine non-binary person and transmasculine gender-nonconforming person laughing and looking at a phone

From HERC: In a dual career couple, both partners work or are searching for employment. For HERC’s purposes, at least one partner in a dual career couple works in higher education. To accompany HERC’s Dual Career Job Search, this Dual Career Blog Series supports dual career couples in planning, preparing for, and executing successful higher education job searches and career transitions that work for both individuals. HERC supports dual career couples as a matter of intersectional justice and gender equity.

From the author, Phyllis Brust, PhD: In the first blog of our series, I will review some of the basic aspects of dual career services. In the future, my colleagues and I will write tips and advice, give the insider’s perspective, and answer many of your questions.

Two hypothetical yet accomplished PhD students fall in love and live happily—until they get multiple academic offers 1,500 miles apart and must decide what to do. Sound familiar?

They are contemplating their options: Accept both offers and commute; accept the best offer (and hope the partner’s turn will be next); or put both offers in a hat and pick one randomly. They briefly considered dropping their academic dreams to start a craft beer business called Profess, but ruled it out. Their families advised them do what makes them happy, which doesn’t help at all.

As they ponder their futures, the chair of the hiring committee at one university told them that dual career services can handle their “two-body problem”* (borrowing a physics term). They thought they had opportunities—or at worst a dilemma—but they weren’t a “problem.” A two-body problem sounded like something in need of punishment (or antibiotics). And what, the couple asks, are dual career services?

They are not alone. In 2008, the Clayman Institute of Gender Studies at Stanford University wrote the classic, oft-cited research study, “Dual-Career Academic Couples: What Universities Need to Know.” The authors surveyed 9,000 full-time faculty members at 13 universities. Seventy-two percent of the faculty surveyed had employed partners (half were in academia). From the report: “A full 88 percent of faculty who successfully negotiated a dual hire at their current institution indicated that the first hire would have refused the position had her or his partner not found appropriate employment. Slightly more than 20 percent also report that they or their partner have taken a job at a less prestigious institution to improve the couple’s overall employment situation.” This is especially the case when the lead partner is a woman or from an underrepresented group. Employer dual career assistance is a diversity measure.

What are dual career services?

Dual career services help the accompanying partners of faculty candidates (known as the lead partner) find employment, whether at the recruiting institution or elsewhere. Institutions vary greatly in the resources they offer and the procedures they use. Colleges and universities may have a dedicated dual career department, dual career services may be integrated through other offices of the college, or they may be outsourced. Services commonly include, but are not limited to, career counseling; bridge funding (explained below); housing assistance; resume, CV and cover letter help; and networking leads. Some schools also consider job sharing and other creative staffing solutions to the two-body opportunity.

Dual career services take some of the weight off department chairs who move heaven and earth to convince faculty recruits to accept their offer. Dual career specialists form a partnership with the family being recruited.

Are my partner/spouse and I eligible for dual career services’ support?

Institutions have guidelines regarding who may use dual career services. Some institutions only offer resources to upper level administration, departments with retention issues, and the accompanying partners of lead partners with tenure-track offers. Other institutions offer services to all employees and those still interviewing. Post-docs are usually excluded, as are accompanying partners without work authorization, but there may be another mechanism for their getting help. Each organization decides its services based on its staffing, mission, and need. In my experience, dual career services did not differentiate as to whether the couple was married or not.

Always ask what resources you can tap into. If you aren’t sure whom to ask, start with the chair of the hiring committee.

Besides career and housing support, what other services can dual career specialists provide?

Some colleges and universities will be more hands-on than others. Dual career offices may also act as clearinghouses answering specific questions critical to a couple’s particular situation. For example, my former role as a dual career director, I’ve identified the best school districts for students on the autism spectrum, pre-school options, and Japanese cultural centers in the suburbs. Further afield, my former colleague and I identified rental options for a family with an elevator-phobic dog, amateur jazz bands for a clarinetist, and gymnastics clubs for kids who aren’t good at gymnastics (harder than you think). Colleagues at other schools have fulfilled similar requests. These were critical issues for the families contemplating university offers. Some schools will have more of a capacity to answer such questions than others.

My partner and I are both considering employment opportunities at the same university. What support may be available for us?

Schools have different weapons at their disposal. One of the most popular is bridge funding, a time-limited (most often three years) appointment for the accompanying partner, usually at the lead partner’s hiring institution. Generally, the cost is shared among the provost, the hiring department of the lead partner and the hiring department of the accompanying partner. Occasionally, institutions do create positions for a talented accompanying spouse or partner. Bridge funding can be utilized for not only faculty positions, but for administrative positions as well. It’s hoped that this opportunity will enable the accompanying partner to gain experience and contacts and will lead to a full-time position (but that is not always the case, which can lead to job hunting and renegotiation later).

Accompanying partners unaccustomed to this level of attention may be awed. Others may be skeptical of what the office can do, especially if the accompanying partner is seeking a tenure-track position.

What don’t career offices do?

Dual career specialists do not guarantee you a job. They offer contacts, career guidance, support, an understanding ear, resume/CV reviews and more—your tour guide in a new world.

What’s next for the HERC Dual Career blog?

I’ll cover tips and preparation in the next post. HERC has compiled articles and other dual career information you may find helpful here. You may find the Clayman Report here. I suggest at least reading the summary. Upcoming blogs will help our hypothetical couple and you understand and navigate the process to your best advantage. You are not alone.

*Some institutions feel that this is a disparaging term, implying that the couple is unequal. For the same reason, “trailing partner” is no longer used by dual career offices. We will use “lead partner” and “accompanying partner.”

Photo credit: The Gender Spectrum Collection

Disclaimer: Since dual career support varies widely from institution to institution, do your due diligence. The content and advice may not apply in your situation. We try our best to avoid, but cannot be responsible for, errors.

About the Author: Phyllis Brust, PhD, is a writer and career counselor. She was the first director of the dual-career office at the University of Chicago. Previously, she was career director of the public policy school at UChicago and Muhlenberg College and assistant director of the Yale School of Management. Her articles include “What I Learned from Being Laid Off” (Chronicle of Higher Education, 2018),  “At Some Companies You Can’t Hire One Spouse Without Helping the Other Job Hunt” (SHRM.org, 2017), and a co-written chapter in Advancing Women in Academic STEM Fields Through Dual Career Policies and Practices (Information Age Publishing, 2018). She created careermutt.com for people looking for pet-related careers.

Navigating a Dual Career Search: The Administrator’s Perspective

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Are you and/or your partner searching for new career opportunities? Learn directly from university administrators to demystify the dual career search. 

Our presenters, who represent a range of institution types, describe the dual career hiring process on their campuses, provide helpful strategies to job seekers, and answer questions from dual career couples. Participants will come away from this webinar with a better understanding of the policies and practices that help—or hinder—a dual career search and how those policies and practices vary by institution type, campus culture, and department.

Captioning for the deaf and hard of hearing is provided by CaptionAccess for all HERC webinars. Email marketing@hercjobs.org for a transcript. Click here to access the webinar on Vimeo.

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Headshot of Dr. Joan S. Girgus

Professor of Psychology Emeritus Joan S. Girgus joined Princeton University in 1977 as a Professor of Psychology and the Dean of the College. She was the first woman to serve in the role of Dean of the College. Prior to joining Princeton, Dr. Girgus served as an associate Professor of Psychology and Dean of the Division of Social Sciences at the City College of New York. Dr. Girgus studies development and gender issues in depression, helplessness, self-esteem, achievement, and coping strategies. Dr. Girgus earned her B.A. at Sarah Lawrence College and her Ph.D. at the New School for Social Research in New York City.

Headshot of Brenda Kelly

Brenda Kelly is Provost and Dean of the College and Associate Professor of Biology and Chemistry at Gustavus Adolphus College. Prior to becoming the interim Provost and permanent Provost, she served as Associate Provost and Dean of the Sciences and Education, Chair of Chemistry, and Director of Biochemistry and Molecular Biology. Dr. Kelly holds a doctorate in medicinal chemistry from the University of Washington and completed a post-doctoral fellowship in the Biochemistry Department at the Medical College of Wisconsin prior to her arrival at Gustavus.

Headshot of Erika Henderson

Erika Henderson has more than twenty-seven years of experience leading organizational efforts to recruit, develop, and retain the best and brightest talent in the higher education and federal government sectors. She serves as assistant provost for faculty recruitment, retention, equity, and diversity for the University of Houston. Dr. Henderson previously served as senior policy advisor to the U.S. Department of Labor’s Assistant Secretary for the Employment and Training Administration. Prior to that role, she was the Deputy Director for the White House Fellows Program. She holds an Ed.D. from George Washington University, as well as a B.S. and a M.A., both from Hampton University.

Cultivating Happiness by Building Resilience in the Academic Workplace, Part Two

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Part One of this article explored the importance of the foundational resiliency skills of being present and self-acceptance. This article, Part Two, will provide further guidance on how to cultivate happiness in your work by exploring the last three personal resiliency skills: 1) boundaries and expectations, 2) balance, and 3) celebration and appreciation.

Boundaries and Expectations

The connection between self-acceptance and boundaries and expectations is that once you know what’s important to you and what you value (including your unique worth gained through self-acceptance), you need to protect it, so it can grow. That is where boundaries and expectations come into play. Boundaries and expectations focus on limiting the negative influences in your life and protecting what you value.

There are both internal and external sources of negativity, which I’m defining as anything hostile toward your personal and professional growth and values. Internal sources of negativity include your mindset/attitude and self-talk. External sources of negativity include colleagues trying to influence your life, especially people who don’t always have your best interests at heart. Boundaries are used to filter out unhelpful expectations and protect what you care about.

People who don’t have boundaries and expectations in place tend to say “yes” to everything and then wonder why they’re so overwhelmed. People pleasers are known for getting trapped in these situations. An often overlooked side effect of always saying “yes” to everyone is that all the space, effort, and time you want to reserve for your important people isn’t available for them. Every time you say “yes” you are saying “no” to something/someone else. Are you saying “yes” to your most important people?

It is much more difficult to feel in control of your life if you don’t have boundaries and expectations set for yourself. Without clearly defined boundaries, you may feel too weak to push back on something that doesn’t align with your values or isn’t your responsibility. Have you encountered people who constantly change their minds? This might be due to their endless desire to meet expectations from multiple people. This tendency may manifest in the academic workplace as a feeling of chaos and unsteadiness, particularly if a manager tends to bounce back and forth between priorities and doesn’t keep a steady course.

Unclear boundaries and expectations can create confusion, as well as opportunities for others to knowingly or unknowingly take advantage of you. Without boundaries, you can’t set self-serving expectations for yourself, your coworkers, your supervisor, your employees, or anyone you interact with.

Here are some stories or beliefs that might deter you from setting boundaries and expectations that serve you:

-I need to live up to others’ expectations of me.

-Others’ happiness is more important than my own.

-It is selfish to pursue my happiness.

-If I don’t listen to and help everyone, I won’t be liked and will miss out on opportunities.

Here are some stories or beliefs that might promote setting boundaries and expectations that serve you:

-Starting with “no” is best.

-Expectations rarely serve me.

-It’s acceptable to protect what I value.

People who are good at setting boundaries and expectations will make their participation in groups clearer, will better explain their expectations to those they manage and work with, and will notice and effectively respond when someone tries crossing a boundary they have set. In addition, people with this resiliency skill will do a better job of prioritizing, of saying “no”, of considering the things that are important to them when making decisions, and of maintaining their health and wellbeing.

A manager who is good at setting boundaries and expectations will be open and clear about what are and aren’t the responsibilities of the team. Additionally, the manager will better listen to what your expectations are, what’s important to you, what your boundaries are, what you’re trying to build with your career, and the direction you want to go.

How can you start practicing setting boundaries and expectations that serve you?

(1) Set expectations separate from others.

(2) Only consider expectations from people who have your best interest (defined by you) at heart.

(3) Create and use a filter. Example: Will this serve my happiness or help me achieve my goals at work?

(4) Determine who should have unlimited access to the happiness of your most important person/people, since events that impact you can, in turn, impact your important person’s happiness.

Sometimes the most challenging part about making and keeping boundaries in place is questioning yourself. This is why you need to continue to reaffirm what’s important to you, fortify your unique worth through self-acceptance, and spend time being present. Setting boundaries will be very difficult for those who initially find their value in pleasing others. It may feel selfish to determine that something is important to you, but if you’re always pleasing others, you are allowing them to determine your happiness.

With boundaries and expectations, you have intentionally shielded what you care about. Now let’s dive into intentionally choosing to commit your energy toward what you care about.

Balance

There are many ways to define balance. Some think of it as work/life balance or possibly dedicating a certain amount of time to work and non-work activities. Others regard balance as considering their physical, emotional, and spiritual needs. One way to see balance is the concept of intentionally contributing your energy to areas that best energize you or best serve you over time. Balance is being intentional about how you use your energy, especially as it relates to what is important to you. Defining your balance allows you to prioritize what your energy is used for.

Balance, just like happiness, is unique to each individual and is something you need to personally define. It’s making a choice to use your energy the way that best suits you. Think of balance as an alignment between the way you feel and what you think, your goals, your values, and how you spend your time. Balance entails realizing that you can choose to spend time with people who drain your energy or spend time with people who energize you and support your professional priorities. Over time, the conscious choices you make on where to commit your energy can determine whether you feel engaged and fulfilled at work…or not.

When you don’t know what balance is for you, you may try to match what someone else is doing or telling you. What energizes you and someone else may be completely different.

If you see someone who looks extremely tired or they’re on the brink of burnout, that person might be experiencing an extreme lack of balance. These people over time have consciously or unconsciously committed, time and time again, to priorities and people that don’t energize them. 

Here are some stories or beliefs that might deter someone from achieving balance:

-Success is all that matters in life.

-Others’ needs guides where I use my energy.

-Someday I’ll make time for something other than work.

-I can’t let anybody down. Everybody is counting on me.

Here are some stories or beliefs that might promote balance:

-My priorities and values will guide where I give my energy.

-I can choose the best balance for my life.

-Enjoying the journey is as important or more important than the destination.

-I will not put off what is important to me.

-My energy is precious.

Employees who understand the balance they require to stay energized and be at the top of their game will perform better when working on an activity and will be fully committed, knowing that their dedication to the activity is their choice and serves them. Employees who better define their balance will also choose activities and roles that energize them and realize that not everyone is energized in the same way, at the same time, by the same things.

How can you start practicing balance?

(1) Challenge and encourage yourself to have the balance that you want/define what that is.

(2) Step back from situations and ask yourself if you are served by putting energy into them.

(3) Say “no”.

(4) Do small things now instead of waiting for things you want to have in the future. For example, if you are looking forward to traveling when you retire, take a day or weekend trip now.

(5) Determine what you want your legacy to be and prioritize your energy toward those elements. Not sure what you want your legacy to be? Try writing your obituary, and notice what things you want to be known for.

Schedule time in your calendar for self-care, connecting with your important people, and to try new things.

You may draw your energy from rest, completing tasks, spending time with others, or being alone. There isn’t a single formula for balance. Inevitably, too, you will choose to do something that doesn’t energize you. It is important to be aware of this choice and try not to overdo it. One way to achieve the goal of balance over time is to prioritize and choose more and more frequently to do what energizes you.

The last resiliency element of personal celebration and appreciation further develops the importance of being intentional with your energy and emphasizes refilling your energy tank.

Celebration and Appreciation

The resiliency skill of celebration and appreciation is focused on personal celebration and appreciation, not on the celebration and appreciation of others or of others celebrating you. Personal celebration and appreciation help us recognize our own efforts, progress, and journey and re-energize ourselves.

Many people see celebration as a waste of time. They justify that they can complete additional tasks instead of “wasting time” or consider it slacking off to recognize what they’ve completed. In the workplace, managers tell their employees not to send emails of gratitude. Although this may seem more efficient, a lack of thanks can make the work environment seem much more transactional instead of relational. It also discourages many employees from being engaged or caring.

When was the last time you met someone who over-celebrated in a good way? Maybe never. Why? Perhaps it is because somewhere between being a kid and becoming an adult, we learn that celebrating is not something a mature or humble person should do. Some see celebration and appreciation as selfish or arrogant. Let’s challenge that idea. Have you ever looked at a joyful five-year-old and said, “dang, he just needs to stop celebrating; that’s so arrogant”?

Adults need to reexamine the consequences of not celebrating or appreciating anything except the “right things” at the “right times”. There doesn’t have to be a big reason to celebrate, like a birthday or getting a promotion. Celebrating and appreciating the little things is extremely valuable for being more present; creating optimism; overcoming challenges; and bolstering motivation, self-acceptance, and confidence. Managers who are skilled at personal celebration and appreciation create space for it and encourage others to do the same for themselves. This skill also supports and enhances engagement, contentment, and enthusiasm in the workplace.

Here are some stories or beliefs that might deter someone from embracing celebration and appreciation:

-I don’t have time to appreciate anything! There is too much to do!

-Achieving the goal is all that matters.

-Celebrating is for kids.

-I’ll enjoy what I earn when I retire.

Here are some stories or beliefs that might promote celebration and appreciation:

-It is important to recognize my progress.

-Celebrating and appreciation can energize me and help me to see more possibilities or do more.

-If I can’t enjoy the journey and the victory of the goal, it’s not worth my energy.

Want some examples of celebration and appreciation of the little things? It may be that after a project you take a 10-minute walk to appreciate the outside, get some sun, relax, clear your mind, and reflect on the progress you made. It may be that you treat yourself to a nice dinner for keeping a positive attitude all day long. It can even be as simple as saying “great job” to yourself. One of the best things about personal celebration and appreciation is that you know, better than anyone else, how you like to celebrate and appreciate.

How can you start practicing personal celebration and appreciation?

(1) Appreciate challenges and differences; it is what makes life exciting and interesting.

(2) Make a list of the different ways you can celebrate and determine which are your favorite (stickers, time, food, dance, smile, permission, etc.).

(3) Assign a celebration task when you write down a task.

(4) Write yourself an appreciation card that you open in one month.

(5) Hang out with kids and have a child-like attitude about celebration.

(6) Spend time in nature.

(7) Journal the best experience of your day, every day.

(8) Recognize effort instead of results.

(9) Consider that being your best self every day is an achievement and is worth celebrating.

Celebration and appreciation are all about how you recognize and value your journey. They are more focused on effort than outcomes, results, or accomplishments. This concept should align well with established ideas of growth and learning within academia.

The three resiliency skills highlighted here, along with the foundational skills of being present and self-acceptance, are key to realizing career success and happiness, both now and in the long-term. Mastering resiliency skills is an iterative, lifetime process that is never complete. However, the sooner you start practicing resilience, the sooner you will reap great rewards for your career and happiness. The key is to start and do it the way that best serves you.

About the author: Christina Unrein is a Leadership and Happiness Coach, Resiliency Trainer, and the owner of Possibility Lab LLC. Christina energizes and prepares achievement-driven leaders, engineers, and teams moving from good to great to be more effective, courageous, intentional, and collaborative. She designs and delivers comprehensive, integrated, immersive leadership and diversity and inclusion experiences featuring training, coaching, and mentoring elements. She’s passionate about energizing frustrated and exhausted individuals and organizations struggling with motivation, expectations, balance, resiliency, engagement, and satisfaction. Christina is the author of The Happiness Workbook: Rise Up, Happiness Soldiers. She sees life as a game that is won by being authentic and curious and loves playing with her nieces and nephews!

Cultivating Happiness by Building Resilience in the Academic Workplace: Part One

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You’ve worked hard to reach your current position, but achievement in academia doesn’t always equate to happiness. Given that a career in academia is probably a major part of your life, it is vitally important to cultivate happiness in your work. The key to realizing career success and happiness faster (and for the long-term) is to build your resiliency skills. Until you define for yourself a life and career that serves your individual wants and needs, you may fumble with creating boundaries and expectations, crafting your desired work/life balance, and incorporating re-energizing celebration and appreciation methods that provide the success and happiness you want.

Resiliency doesn’t just enable people to bounce back quicker. The most resilient people can avoid major setbacks altogether, and they can function at their best in almost any situation. Resiliency can help you work at your peak state, not take things personally, be aware of when you’re starting to flounder, and better communicate your ideas, wants, and needs.

Resiliency skills are rarely focused on or taught in our society. The five personal resiliency skills are: 1) being present, 2) self-acceptance, 3) boundaries and expectations, 4) balance, and 5) celebration and appreciation. Mastering these skills at a personal level will spill over and improve your professional, interpersonal relationships as well.

1. Being Present

Being present is the foundation for all the other resiliency skills. Are you the person who is on your phone, or perhaps on your laptop, “multi-tasking” while someone else is trying to tell you about her day, or asking you a question? It can be very frustrating when a colleague doesn’t appear to be aware of you or care about connecting with you. To be fully present in a situation such as this would mean that you’re in the moment with the other person: aware, engaged, and listening.

Now, imagine that this same scenario is what you are doing to yourself. You never take time to just be with yourself. You are always busy on your phone, on your computer, or otherwise.  Spending time alone while fully engaged, aware, and listening to yourself is the only way to get to know yourself. If you can’t be with yourself, create more awareness of yourself, and give yourself time to be present and in the moment, the other resiliency skills will be extremely difficult for you to master.

Habitually thinking about the future or past is not being present. When you constantly think about the past, you feel stuck and like you have no control or can’t do anything. When you constantly think about the future, you are rushing through life, anxious about what’s next. Both scenarios are examples of not being present.

Here are some stories or beliefs that might deter someone from being present:

-I need to be doing something to be of value.

-Nothing can be as great as the past was.

-If I stay busy and work hard, things will be better when I’m successful, promoted, or have a new job.

Here are some stories or beliefs that might promote being present:

-You never know when a life-changing moment will arise, so be present.

-Tomorrow isn’t guaranteed.

-I will be aware of more opportunities and possibilities if I am more present.

Present people are aware of why they are doing things the way they are doing them. They’re conscious of when feelings and thoughts change inside of them, and they’re more attuned to, and curious about, others they interact with.

How can you start to improve your skill of being present?

(1) Set aside time to just be present with yourself. This can be even for a few minutes each day. Put it on your calendar – and protect it! I love what my friend Daron Larson says: “The key is to start with more than never.”

(2) Go for a walk and focus on the sensations you are experiencing in real time.

(3) Practice listening to your gut or intuition for guidance.

Only by practicing the skill of being present can you then move on to understanding your unique worth and mastering the skill of self-acceptance.

2. Self-Acceptance

People who have self-acceptance embrace their individual worth and thoughts as valuable. They are confident in their original ideas which, when collaborating with colleagues, can help create synergy between the other team members. They can add to solutions and ask questions because they’re thinking for themselves. People who have self-acceptance are more likely to realize that others will have a different unique value and a different perspective to add. This will help with them acknowledging and considering multiple perspectives, including perspectives they don’t personally hold.

People lacking in self-acceptance won’t feel comfortable being the way they are or seeing the value in their unique views. They may get jealous of others easily, imitate others, or switch back-and-forth between opinions. They may never stand up for something or want to answer, because they’re afraid that they don’t have the right answer. Sometimes, people lacking self-acceptance keep themselves busy, so they never have to spend time figuring out who they are or what they really want or value. They may not want others to succeed and may envy others who know their worth and are confident. This can cause them to hold others back if they are in a management position or in a team environment. They might also have a hard time understanding other people’s perspectives. They might be known for going along with the crowd.

Here are some stories or beliefs that might deter someone from having self-acceptance:

-I would love me if I was worth being loved.

-Blending in is very important.

-Everybody’s happiness is the same.

Here are some stories or beliefs that might promote self-acceptance:

-Who is being me if I’m not?

-My relationship with knowing myself is just as important as, or more important, than my task/goals and other relationships.

-Life is boring if everything/everybody tries to be the same.

How can you start practicing self-acceptance?

(1) Focus on your strengths and your idea of happiness. Give permission for it not to conform to anyone else’s definition.

(2) Embrace life as it is, focus on what you control (your actions and reactions), and make choices that serve you.

(3) Spend time celebrating yourself, and spend time alone.

(4) Expand your comfort zone with more perspectives.

Check out the second part of this article to learn how you can better proceed with creating boundaries and expectations, crafting your desired work/life balance, and incorporating re-energizing celebration and appreciation methods once you have improved your self-acceptance skills. These resiliency skills can help deliver happiness in your career, and can transfer to all your future pursuits.

About the author: Christina Unrein is a Leadership and Happiness Coach, Resiliency Trainer, and the owner of Possibility Lab LLC. Christina energizes and prepares achievement-driven leaders, engineers, and teams moving from good to great to be more effective, courageous, intentional, and collaborative. She designs and delivers comprehensive, integrated, immersive leadership and diversity and inclusion experiences featuring training, coaching, and mentoring elements. She’s passionate about energizing frustrated and exhausted individuals and organizations struggling with motivation, expectations, balance, resiliency, engagement, and satisfaction. Christina is the author of The Happiness Workbook: Rise Up, Happiness Soldiers. She sees life as a game that is won by being authentic and curious and loves playing with her nieces and nephews!

What is work-life balance and how do we go about achieving it?

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Wooden blocks formed as a seesaw with the words WORK, LIFE and BALANCE on wooden background

Work-life balance is one of those terms that gets thrown around a lot, but what exactly does it mean? Well, it can mean different things to different people but largely, it is helpful to think of it as an acceptable equilibrium between your work life and your home/personal life, in accordance to your priorities, enjoyment, and goals.

Work-life balance can be a misleading term and is often mistaken for a balance in terms of time, allowing equal time at work and away from work. However, the perfect balance will be different for every person, so it really can’t be measured in ‘time’. It is a sense of wellbeing where you do not feel you are being pulled from pillar to post, but rather you feel that you are comfortably able to handle every aspect of your work and homelife, with the amount of energy and enjoyment each requires.

Is a work-life balance achievable?

Unfortunately for many, a work-life balance can sometimes seem unachievable. Balancing work, life, and family can be a difficult job and all too often the “life” part is shunted to the back of the queue and lost to late night work and family responsibilities. According to the 2010 National Health Interview Survey Occupational Health Supplemental data, 16% of U.S. workers find a work-life balance hard to achieve.

This doesn’t have to be the way, though, and fortunately, many employers are seeing the importance of helping their employees create a balance which means when they are at work, they are working at their optimum level and not to the detriment of their health.

Dedicated work-life offices

Many of HERC’s member institutions have dedicated work-life balance offices which work to support faculty and staff to create a healthy mix of work, personal life, and continued professional development.

Many people think about work-life balance as just for parents, but it really is for anybody. Most people look to create a balance when something new enters their life, like when they start a family, but they may also seek work-life balance due to things like caring for an elderly relative, going through a difficult time, or just simply to create a better mental wellbeing.

Steps to achieve work-life balance

As well as accessing a dedicated work-life office or service if you have one available, which is the best place to start, there are steps you can take to get closer to your ideal work life balance.

  • Say ‘No’: Whether it is in your work life or your personal life, if you are the person who says yes to everything, or finds it hard to say no, this one is for you. It’s so important not to feel overloaded, because this is where you send yourself into a spin and the unbalance begins. You do not have to be available 24/7 for your boss or at your advisees’ beck and call. Similarly in your home life, take time for you and make sure that isn’t sacrificed because you feel obliged to do something for someone else first.
  • Turn off your phone and social media: As above, it’s increasingly difficult to escape contact these days with social media, email, WhatApp, Skype, etc. all popping up on your phone screaming to be answered immediately. Take a step back and make sure you set time aside to attend to these messages, but do not let them eat into everything else. When we react immediately to an email or message, we are distracted from the task in hand, and it can erode productivity and generate more overwhelm. Similarly, when you are at home, turn off work notifications and only answer them at an allotted time or during the workday. Set some boundaries and you will immediately stop work and life blurring into one.
  • Work smart: When we are rushing about trying to fit everything in, we tend to just be firefighting rather than being productive. You need to improve your ability to work smart rather than being busy for the sake of it. Prioritize tasks; set yourself rigid timescales to get each task done and stick to hem; turn off social media and distractions; say no to long, unstructured meetings when the outcome can be achieved much quicker; and make sure the tasks you do provide maximum results. It’s important to not get caught up in unproductive tasks like checking email 50 times per day.
  • Ask for help: You don’t have to be a martyr. If you have too much to do, it’s ok to ask for help whether at home or at work. Tap into dedicated work-life offices and the wealth of resources available on the subject. It’s OK not to do everything yourself and it’s usually impossible. If you have a busy homelife, it may be that reducing your hours is necessary, or maybe you can employ someone in your personal life, such as a house cleaner or baby-sitter, to take off the strain. It’s not weak to ask for help.

Take home

Work-life balance is a term that has different definitions for different people. Whatever it means to you, it’s becoming a term more widely acknowledged by institutions and employers who are offering support to achieve it. In a world where we are constantly being pulled in so many directions, there are many ways you can advance towards a work-life balance yourself.

About the Author: Nikki Vivian is a Career Coach and owner of From Kids to Career, which was set up to support women who are returning to a career, or looking to move in a new direction after taking time out to raise a family. Nikki works with Mums to find their true passions and to re-build confidence that can be lost after a break from the workplace. She believes passionately that being a parent does not put you at the bottom of the pile when it comes to your career. Nikki owns CV writing company Confident CV and has 8 years’ experience working in Careers for Cardiff University.

Q&A: How to Apply to Federal Jobs

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The “How to Apply to Federal Jobs” webinar with Smithsonian’s Human Resources Specialists sparked valuable follow up questions—and we wanted to share them with you! Thanks to Lisa Collins, Human Resources Specialist (Recruitment), for answering the webinar attendees’ questions.

What do the various times that jobs are open mean (sometimes one week, sometimes six)? Are those differences significant?

The length of the vacancy announcement will vary depending upon the agency, series, and type of announcement. We will use our past experience with recruitment to advise managers on the best strategies  for announcing future positions.

For example, if we announce an entry-level clerical position to all U.S. Citizens, we would expect to have a lot of applicants apply. Therefore, some opportunities may have a shorter announcement period (such as five business days) or limit the number of applicants (such as putting an application limit of 100 applicants). Another position may require very specific work experience. The recruitment may benefit by opening the announcement for a longer period of time.

How can I find federal telecommuting positions?

When you go to USAJobs.gov, click on the blue “search” box. You will then see the filter option. You can narrow your search by using the “telework” filter option.

Another way to see the telecommuting or teleworking options is to read the vacancy announcement. Under the “Location” portion of the vacancy announcement you will see the option for “Telework eligible”. This will help you know if you may be eligible to telecommute or telework.

Learn more about filtering on the USAJobs Help Center. 

Does the federal government offer standard benefits, or do they vary by agency?

Federal benefits (such as retirement, health insurance, etc) are standardized across the Federal government. You can review Federal benefits on OPM’s website here.

Is a cover letter still recommended, even if not always read?

You may submit a cover letter with your application. If your application is sent to the hiring manager, they will be able to read your cover letter.

However, your cover letter is not reviewed by the Human Resources Office when we are making determinations regarding your eligibility or qualifications for a position. You will want to make sure that everything that the Human Resources Office needs to evaluate your qualifications is included in your resume.

Learn more about creating your resume on the USAJobs Help Center. 

When are background and credit checks performed?

The background check starts when you accept a tentative job offer. Agencies may differ on how they process background investigations. The Smithsonian, for example, will first conduct a suitability check. This process determines if you have the required level of character and conduct necessary to work for the Federal Government. Next, depending on the position’s sensitivity and risk, you will undergo a background investigation.

Learn more about background investigations on the USAJobs Help Center. 

If we are disqualified for a position based on experience or education, and we believe we are qualified, how can we learn why this happened?

The Human Resources Specialist assigned to the recruitment will contact you through USAJobs to let you know your qualifications for the position. If you are disqualified for a positions, we will provide you with the reason why you were not qualified. You may contact the Human Resources Specialist if you have any questions regarding the determination.

What specific recommendations would you give to applicants over the age of 60? Does this limit opportunities?

As a general rule, the Federal government welcomes applicants of all ages! Some positions, like those in law enforcement or air traffic control, have a maximum entry age. That age may vary from agency to agency, but generally falls within the range of 34-37 years. 

Review the job opportunity announcement or contact the agency directly to find out specific information about the job of interest to you. Learn more about age requirements at the USAJobs Help Center. 

If someone is overqualified for federal jobs, would that person be rejected?

No. Applicants are encouraged to apply for any position that they feel qualified for. When the Human Resources Specialist reviews your resume, make sure it’s clear to that person that you’re eligible to apply for the position and that you meet the minimum qualifications required for the position.

Learn more about qualifications at the USAJobs Help Center.

What agencies are searching for employees with science backgrounds?

When you go to USAJobs.gov, click on the blue “search” box. You will then see the filter option. You can narrow your search by using the “series” filter option. You can then narrow your search by a specific series, such as Chemistry.

A quick search for Chemistry brings up results for the following agencies: Smithsonian Institution, Department of the Army, Veterans Affairs, Department of Homeland Security, Department of Health and Human Services, just to name a few.

Learn more about filtering on the USAJobs Help Center. 

Returning to the higher education workforce after a hiatus

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Returning to the workplace after taking time out can be a daunting prospect, whatever the reason for your break. It can often feel like starting again, which can be very nerve wracking, whilst also presenting the dilemma of how to address the break on a CV or application.

As stressful as it may seem, the reality is that a career break of any kind should not hold you back. Providing you present your break as a positive experience rather than detrimental to your career, and that you take precautions to ensure you have not let your skillset become outdated, there is no reason why you can’t step back into a role in higher education.

Should you mention the break?

This really depends on a couple of factors. How long was the break? And what was the reason for the break? There are many reasons people take a break from their career including parental leave, taking care of an elderly relative, medical treatment, or a break to travel. Each comes with its own merits.

Length of break

The general rule here is a break less than 3 months does not need to be mentioned, but a break over 3 months should be explained. Taking a lengthy break when working in higher education can mean that your skills and qualifications become out of date. If you have had an extended break, it’s a good idea to do something to keep your skills up to date and to mention this as a positive.

Type of break

The type of break is going to be a big factor in deciding how you address it. If you were on parental leave, for example, there is no need to mention the break at all. Parental leave is often a legal requirement and not considered to be a “break,” as you are still under contract. The federal Family and Medical Leave Act, which covers U.S. employers with over 50 employees, guarantees up to 12 weeks unpaid leave for covered employees experiencing certain medical or family issues, but paid leave varies widely in higher education. Generally, however, if you take an approved leave and your dates of service (hiring/termination) aren’t impacted, you shouldn’t feel obligated to address your leave, as it’s not considered a “break in service”.

However, if you took extended leave, it might be necessary to explain why, but there are plenty of ways to achieve this without your break looking like you chose to make your career secondary. Instead of using the term ‘stay at home mom,’ for example, you can say that you took a break from your career to care for your young family but are now ready to devote more time to your career and are looking for a new challenge. This is also applicable if your break was to care for elderly or sick relatives. Always turn your break into a positive.

If you’ve taken a planned break like a career break to travel, highlight all the positive learning experiences. You may have taken a break from the workplace, but travelling will have equipped you with all manner of skills that will aid you in a role in higher education, including communication skills, planning and organization, experience working with people from a variety of cultures and communities, and language skills, which will always be looked at favourably.

Tailor your CV

Break or no break, when applying for a job, your CV needs to be targeted to the role you’re applying for. Employers want to know you have all the skills and experience they are looking for, and you need to make this clear. If you can demonstrate that you have the necessary skills, a career break will be less likely to be viewed in a negative light, especially if you can highlight skills you learnt whilst on the break as a reason for you to get the job, along with your relevant work experience.

Restructure your CV

If you’ve taken time out from your career, a traditional chronological CV isn’t going to do you any favors. A CV like this lists your professional experience in reverse order, with the most recent at the top. This will only serve to highlight gaps, rather than focusing on what you can do. A skills-based CV can be the solution to this, as rather than listing roles in order, it starts with a detailed skills section which can be tailored to the role you’re applying for, providing evidence of what you can do. With this model, by the time an employer gets to your professional experience section, you’ve already hit them with everything they want to hear, and a break will appear less important.

Conclusion

Don’t get too hung up on trying to compensate for a hiatus. Often, a break can be a positive experience that allows you to learn new skills and take a fresh perspective on things. Instead of being concerned with how to hide a break, concentrate on the positive experiences it has given you and use them to your advantage.

About the Author: Nikki Vivian is a Career Coach and owner of From Kids to Career, which was set up to support women who are returning to a career, or looking to move in a new direction after taking time out to raise a family. Nikki works with Mums to find their true passions and to re-build confidence that can be lost after a break from the work place. She believes passionately that being a parent does not put you at the bottom of the pile when it comes to your career. Nikki owns CV writing company Confident CV and has 8 years experience working in Careers for Cardiff University.

How to Apply to Federal Jobs: Webinar

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American flag

The federal job application process can be daunting, as you navigate lengthy online forms and strict deadlines. Through this webinar, you’ll learn how to make your application stand out when searching for jobs at government agencies, labs, and institutions. Learn from the Smithsonian Institution’s Human Resources Specialists.

This webinar covers veterans’ preference, the federal recruiting cycle, and helpful resources from the Office of Personnel Management (OPM). Discover the best times of year to search for, and apply to, federal jobs. You’ll also learn what differentiates the federal job application process from the private or nonprofit sectors.

Whether you’re a recent graduate of a public policy program, a newly retired veteran searching for a second career, or a job seeker considering a career shift, you’ll gain critical knowledge as you explore a rewarding, service-oriented career in the federal government. Federal employers that are HERC members include Argonne National Laboratory, Brookhaven National Laboratory, Lawrence Berkeley National Laboratory, the Naval Academy, the Naval Post Graduate School, the National Institutes of Health, and the United States Coast Guard Academy.

If you would like a transcript for this webinar, please email marketing@hercjobs.org. You may also read follow-up questions and answers from the webinar here.

Presenter: Regina Anderson, Human Resources Specialist (Recruitment)

Regina joined the Smithsonian Institution, Office of Human Resources in December 2012 as a HR Specialist, Business Partner. She provides recruitment and placement services for a variety of museums and research centers for the Smithsonian. Regina currently specializes in outreach and diversity as well as the Schedule A Hiring Authority for Persons with Disabilities. Regina has over 20 years of experience working in Human Resources. She graduated from Virginia State University with a Bachelor of Science in Public Administration (Government) and graduated from the University of Maryland with a Master of Science in (Human Resources) Management.

John Chiu, Jr., Human Resources Specialist (Recruitment)

John Chiu, Jr. graduated from the University of Southern California with a Bachelor of Science in Marketing, and then earned a Master of Business Administration from Georgetown University. John started working for the Federal Government in 2002 and joined the Smithsonian in 2009. He specializes in recruitment and serves as the Systems Administrator for the Smithsonian’s Talent Acquisition System (Monster) and the Pathways Program Officer for the Institution.

Lisa Collins, Human Resources Specialist (Recruitment)

Lisa Collins graduated from the University of Maryland, Baltimore County with a Bachelor of Arts in Psychology and was a member of the National Society of Collegiate Scholars. She has over ten years of experience working in Human Resources. Lisa joined the Smithsonian Institution in August 2016 as a Human Resources Specialist (Recruitment) in the Office of Human Resources. She specializes in the recruitment and placement of Trust and Federal employees with non-competitive hiring authorities, including Veteran and Military Spouse recruitments.

Why veterans should consider careers in higher education

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During his twenty years in the military, Adam Potter’s career path took him from starting as an Airborne Infantryman to his retirement as the Senior Army Guidance Counselor of Butte Military Entrance Processing Station (MEPS). Adam currently serves as Director of the Central Midwest Higher Education Recruitment Consortium (HERC) and as Senior Human Resources Specialist at the University of Iowa. 

Here’s why your military experience makes you a strong candidate for a job at a college or university:

Your military job likely has a counterpart in higher education. It takes all kinds of skills and knowledge to run a military operation—and the same goes for college campuses. Think of a college or university as a military installation regarding logistics: At the University of Iowa, we have a police force, logistics team, and facilities management staff. The other day, I spoke to someone looking for a job as a pipefitter. I was able to pull up twelve pipefitter jobs on the HERC website. In higher ed, we have to get past the stereotype that many job seekers (not just veterans) have of higher ed: We’re not just hiring professors, there are plenty of staff and administrative roles.

Apply the commitment and flexibility you honed in the military. Right now, employers are really pushing to hire people with soft skills. A lot of veterans bring this to the table. Veterans understand what it means to embrace an organization’s mission and know what it takes to get the job done. People who are used to working at a fast-op tempo are very flexible. They’re willing to embrace change in the higher ed workplace because they’re used to a constantly-shifting environment.

Seek out veterans’ preference at public institutions. Veterans’ preference won’t guarantee you a job, but it will open up certain venues to finding employment. Find out what veterans’ preference means at your particular institution. For instance, at the University of Iowa, if veterans are applying but not getting interviews, or are interviewed but not getting hired, they can contact our Equal Opportunity Office and ask why. This knowledge may prompt you to update your application materials or finesse your interviewing skills.

Multiple opportunities may be a good fit. I think veterans will be pleasantly surprised at the multiple types of higher ed jobs they’re qualified for. I was talking to a veteran who works for the FBI right now, and he’s looking for a new job opportunity. He could easily transfer to a security director role or become a risk specialist at a large university. Similarly, there are likely many jobs that could fit your specific expertise.

Download our free ebook, Veterans Transitioning Into Higher Ed (Revised Edition) for more information on your shift from military to civilian careers. Explore additional resources for veterans from HERC Jobs.

Tips for veterans applying to higher ed jobs

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Tailor your resume so your military experience translates into the higher education realm. Ensure that your resume is understandable to a civilian audience. Eliminate military jargon and ask a friend to proofread it. Here at the University of Iowa and our affiliated institutions, we are extremely rigid with candidate screenings. We want you to clearly match all the required qualifications for a job, and your resume is the first place we screen for that fit.

Expect a collaborative and friendly culture. Higher ed tends to be a very collaborative environment, so expect multiple interviews, including interviews by committee. The culture in higher ed is warm and welcoming; when I first arrived at the university, we had a lot of celebrations and get-togethers for events. Overall, it was a fairly easy transition from navigating a large military installation to a large public university.

The levels of hierarchy can feel similar transitioning from the military to a large university, but there are fewer rules at the university (and no uniforms).

Practice telling your stories, with a focus on the lessons you’ve learned. I recently read about how a veteran was screened out of a job because of how they responded to a question. The candidate had been in the Air Force and, when asked a question about the value of diversity, said, “When everyone’s in blue, you don’t see color.” The candidate was trying to communicate that everyone in the military ought to be treated equally, but unfortunately worded an answer that seemed to erase the different lived experiences of fellow servicemembers. In the military you work in an incredibly diverse environment, but you may not be used to describing it in a certain way. For instance, if asked about the importance of diverse teams, you can speak about the espirit de’corps that you’ve developed working with people of diverse backgrounds towards the same unifying mission.

When I do job coaching, I encourage candidates to think about their stories. Your interviewers don’t care so much about the details of a particular situation so much as the outcome—how you handled yourself through adversity and what you learned. Focus on standard interview questions: Reflect on a time you had a disagreement with a supervisor or a time you led a team. Think of a story for each of these scenarios plus, most critically, be able to articulate the lessons you learned from your decisions.

Thanks to Adam Potter for the above insights. During his twenty years in the military, Adam’s career path took him from starting as an Airborne Infantryman to his retirement as the Senior Army Guidance Counselor of Butte Military Entrance Processing Station (MEPS). Adam currently serves as Director of the Central Midwest Higher Education Recruitment Consortium (HERC) and as Senior Human Resources Specialist at the University of Iowa.

Download our free ebook, Veterans Transitioning Into Higher Ed (Revised Edition) for more information on your shift from military to civilian careers. Explore additional resources for veterans from HERC Jobs.

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