Adrift at the top?

x Sponsored content on Research Live and in Impact magazine is editorially independent.
Find out more about advertising and sponsorship.

In recent years, researchers have had to do more than their fair share of adapting to change. Every job evolves over time but it is the pace of the digital revolution that should be the biggest concern for career-minded researchers. The availability of data, and the ease with which it can be generated – together with ever-more-powerful analytics tools – are enabling us to reveal clearer, more meaningful insights than ever before.

But as the insight rulebook is rewritten, what’s happening to those researchers who no longer work at the sharp end? It’s getting harder for them to keep up, that’s what. And when a knowledge-based industry like ours is disrupted faster than its participants can adapt, problems start to emerge.

As the years roll by, researchers are conventionally promoted into roles with more senior management and coordination responsibilities, many of which focus more on the commercials of an agency, for example, or the strategic role of research in the wider business, than on the practices themselves. But, with the sands shifting at such a rate, are the experiences demanded by these roles being undermined? Put another way, can those in charge continue to perform effectively if their understanding of ‘how things are done’ is being eroded as each day passes?

Participation is the answer, of course. Only by getting involved and continuing their development can more senior researchers retain their credibility in the face of change. Capable as they are, however, the onus to ‘keep up’ shouldn’t be on them alone; it is equally important that the board recognises the risk posed by skills degradation, and creates roles for senior researchers that require at least partial engagement with day-to-day practices, as well as wider corporate management functions. Training will only take you so far. For the skills to stick, you must do the job, too.

While it is right that this issue is both recognised and addressed, it is equally important that businesses don’t lose sight of the value that their experienced researchers still bring to the table. Sure, the practices may be shifting, but the business needs for research and insight remain the same as they have always been.

Senior researchers are adept at putting themselves in the client’s shoes and routinely draw on their experience to explore, challenge and extend the brief. Adding value during this development phase can have a dramatic effect on the value of the insights gained at the end – arguably more so than, say, how the data is collected, or the tools used to analyse it. They can build trusted relationships with clients quickly, and can offer the direction and leadership that more junior research teams need to work at their best.

These functions can only be performed by those with the appropriate experience and – happily – will ensure senior researchers continue in their posts for years to come. Amid a sea of change, it’s good to know that some things do remain the same.

Sinead Hasson (@sineadhasson) is the founder and managing director of recruitment consultancy Hasson Associates.