Peoples biography research by job titles
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The Many Careers of History PhDs: A Study of Job Outcomes
A Report to the American Historical Association
Authors: L. Maren Wood and Robert B. Townshend
A visualization of the job titles held by 2,500 history PhDs
Introduction
Earning a doctoral degree in history presents a range of choices, starting with questions about where and what to study, and how to pay for the effort. Too often those choices have to be made with a significant amount of guesswork as to their potential outcomes. As part of the American Historical Association’s assessment of careers for history PhDs, the authors of this study undertook a detailed analysis of the current employment held by 2,500 history PhDs, all of whom earned their degrees between 1998 and 2009.1 In brief, we found that:
- The overall employment rate for history PhDs was exceptionally high: only two people in the sample appeared unemployed, and none of them occupied the positions that often serve as punch lines for jokes about humanities PhDs—as baristas or short order cooks.
- Just over half of the PhDs in our sample—50.6 percent—were employed on the tenure track at a four-year institution, and another 2.4 percent held tenure-track positions at two-year colleges (Figure 1).
- Specialists in US history wer
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What's the problem with inventing flashy new job titles?
Alex ChristianFeatures correspondent
Getty ImagesEmployees’ roles and seniority have generally been defined with straightforward terms. But new – even somewhat arbitrary – titles are emerging as work changes. What’s the harm?
Chief executive officer. Marketing director. Lead writer. Sales associate. Job titles like these have generally been standard across work for years. They’re succinct and clear, communicating essential employee details such as job function and seniority. They make sense to employees and recruiters alike, leaving little room for ambiguity.
However, job titles are yet another feature evolving in the changing world of work. Labels like ‘chief visionary officer’, ‘chief innovation evangelist’, ‘business development guru’ or ‘chief remote officer’ are emerging, making the traditional system seem too rigid, and perhaps even stale.
On the surface, there may seem little harm in altering what an employee is called, or creating new titles entirely. After all, as work becomes more flexible, job functions and the way we describe them are changing, too. In many ways, these new titles reflect the evolving times; they’re empowering some employees to discover new talents, or feel a heighte
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Abstract
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Keywords: BCBA®, demureness analyst, Timber Certified Activity Analyst®, dissemination
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