Voxpop
What are the barriers to career progression in the museum sector?
Becky Cund, director of HR and administration, Shakespeare Birthplace Trust
“In most circumstances, barriers to career progression are mirrored across all sectors and, in most cases, they sit within an individual’s control.
Lack of self-confidence is a huge issue for many, along with not effectively articulating skillsets and personal qualities in applications, CVs and interviews.
One differentiating and positive factor for our sector is that there are lots of opportunities for people to gain experience outside of their own specialisms. The barrier is often that people are either not aware of, or are not seeking out and taking, those opportunities.”
Janet Dugdale, the director, Museum of Liverpool and Merseyside Maritime Museum
“Overcoming barriers to career progression means thinking strategically, asking searching questions and making opportunities fit your next steps.
The complex mix of barriers to career progression includes how to fund and win support for skills development beyond specialisms; being visible, outward-looking and adaptable; taking part in professional groups/sector-wide initiatives; finding access to impartial advice; and being confident as well as ambitious.
In 2016, there is also fear of risk when exploring a geographical move because of the public sector cuts bringing much uncertainty.”
Jess Turtle, project coordinator for Transformers, Museums Association
“The impact of the ongoing cuts to public spending means that there are fewer opportunities available. Competition for jobs is higher, and a different range of skill requirements is emerging.
We are seeing a need for more flexibility in relation to career plans and approach to roles. Developing commercial skills, for example, is likely to be attractive to employers within a broad range of museum settings for the foreseeable future.
Gaining the right experience outside the sector might mean landing a great job in museums one day, so flexibility and a strategic approach to building knowledge are key.”
Eric Langham, director, Barker Langham
“People entering the sector are often not money orientated, instead finding job satisfaction in working with collections, or within the context of heritage and culture. This can result in a static workforce, as people have the position they want, and stay in their roles for years.
Museums often do not help with this situation. Staff hierarchies can be overly rigid and transferring between departments is notoriously hard.
Promoting transferable skills and developing a wide-ranging strategic knowledge of how museums operate is a good grounding for the next generation of senior staff.”
“In most circumstances, barriers to career progression are mirrored across all sectors and, in most cases, they sit within an individual’s control.
Lack of self-confidence is a huge issue for many, along with not effectively articulating skillsets and personal qualities in applications, CVs and interviews.
One differentiating and positive factor for our sector is that there are lots of opportunities for people to gain experience outside of their own specialisms. The barrier is often that people are either not aware of, or are not seeking out and taking, those opportunities.”
Janet Dugdale, the director, Museum of Liverpool and Merseyside Maritime Museum
“Overcoming barriers to career progression means thinking strategically, asking searching questions and making opportunities fit your next steps.
The complex mix of barriers to career progression includes how to fund and win support for skills development beyond specialisms; being visible, outward-looking and adaptable; taking part in professional groups/sector-wide initiatives; finding access to impartial advice; and being confident as well as ambitious.
In 2016, there is also fear of risk when exploring a geographical move because of the public sector cuts bringing much uncertainty.”
Jess Turtle, project coordinator for Transformers, Museums Association
“The impact of the ongoing cuts to public spending means that there are fewer opportunities available. Competition for jobs is higher, and a different range of skill requirements is emerging.
We are seeing a need for more flexibility in relation to career plans and approach to roles. Developing commercial skills, for example, is likely to be attractive to employers within a broad range of museum settings for the foreseeable future.
Gaining the right experience outside the sector might mean landing a great job in museums one day, so flexibility and a strategic approach to building knowledge are key.”
Eric Langham, director, Barker Langham
“People entering the sector are often not money orientated, instead finding job satisfaction in working with collections, or within the context of heritage and culture. This can result in a static workforce, as people have the position they want, and stay in their roles for years.
Museums often do not help with this situation. Staff hierarchies can be overly rigid and transferring between departments is notoriously hard.
Promoting transferable skills and developing a wide-ranging strategic knowledge of how museums operate is a good grounding for the next generation of senior staff.”