I remember being told before I began my MA course that entry to the museum profession was competitive. Sixty applications and two unsuccessful interviews later, I felt personally able to confirm that fact.
Third interview lucky, I landed what looked like my dream job and a few weeks into my role confirmed what I had hoped - it was indeed everything I could have asked for.
The issue of the difficulty of landing a first paid job in a museum can be explained dispassionately in terms of economics - a lot of supply and not enough demand. However, it's a bit more complicated than pure numbers.
Many other attractive careers have a pool of hopefuls greater than the jobs available - working in television, joining the journalism team of a top magazine, professional football - but not all of these careers are fed by masters' courses.
There are a range of MA courses supporting the museums profession in the UK, offering high-quality teaching and, above all, an opportunity to gain skills relevant to the sector.
The best providers have an excellent grasp of what practical professional training the students in their charge need to equip them for the workplace. In terms of selecting a course, though, the phrase caveat emptor applies.
Before students take the plunge, often investing a significant amount of their personal wealth as well as time in a postgraduate course, it makes sense to ask a few key questions. These include: "What percentage of graduates go on to gain work in the museum world or related professions?"
The more students can be certain that a career in museums is right for them, the better. Doing a little work-shadowing, reading related literature or interviewing existing museum staff will all help build a fuller picture. All this can be done ahead of stepping into the MA interview room.
Once the first paid job is secured though, career development has to begin. Many people complain that they have become 'trapped' in entry-level jobs - in documentation or basic administrative roles.
While some are perfectly happy in these vital positions for the long-term, to move on requires additional skills, experience and training including IT, supervisory and basic financial skills.
As a lot of museum work is about managing projects, knowledge relating to this is a plus. There are many ways to acquire project management skills - one way is to work-shadow more experienced colleagues, another would be to find a project management training course. Those working in a local authority could spend some time with colleagues in other sections such as environment and regeneration.
The responsibility for workforce development, especially regarding new entrants, lies with employers as well as the providers of postgraduate courses. Employers who fail to support the development of their staff have only themselves to blame when their staff fail to deliver.
Professional development schemes such as the AMA offer individuals the opportunity to develop new skills. Other tried and tested training programmes such as Welcome Host and Welcome All and management development models such as the Clore Leadership and UEA Museum Leadership schemes offer huge value for the individual and the supporting institution.
But individuals must also take responsibility for their own development. For an individual to get the most out of the AMA scheme they will need a significant amount of motivation.
The AMA gives those undertaking it the perfect opportunity to knock on the door of their manager and ask for time and support to undertake a range of activities beyond those in their job description.
In fact, whether or not new entrants to the workforce are undertaking the AMA or a similar scheme, seizing the initiative and proposing a training course or a secondment makes sense. Even if the answer is 'no' it shows a level of ambition and enterprise, which is refreshing; and the next time the answer might be yes.
It is a painful truth that too often the simplest things let candidates down at interview or during the application process. Badly written application forms, blanket covering letters and lack of proper preparation are common even from well-qualified postgraduates.
In these days of internet access, it is unacceptable to turn up to an interview for even an entry level job without having done some basic research on the museum you want to work for.
If you live close enough to visit beforehand, even better. The pleasant question "have you visited before?" on the way to the interview room isn't as innocuous as it sounds…
Steve Miller is the chief executive of Ironbridge Gorge Museum Trust. He is speaking at a Museums Association's conference on developing a successful museum career, 15-16 April, University of Leicester, www.museumsassociation.org/events/movingonup
Third interview lucky, I landed what looked like my dream job and a few weeks into my role confirmed what I had hoped - it was indeed everything I could have asked for.
The issue of the difficulty of landing a first paid job in a museum can be explained dispassionately in terms of economics - a lot of supply and not enough demand. However, it's a bit more complicated than pure numbers.
Many other attractive careers have a pool of hopefuls greater than the jobs available - working in television, joining the journalism team of a top magazine, professional football - but not all of these careers are fed by masters' courses.
There are a range of MA courses supporting the museums profession in the UK, offering high-quality teaching and, above all, an opportunity to gain skills relevant to the sector.
The best providers have an excellent grasp of what practical professional training the students in their charge need to equip them for the workplace. In terms of selecting a course, though, the phrase caveat emptor applies.
Before students take the plunge, often investing a significant amount of their personal wealth as well as time in a postgraduate course, it makes sense to ask a few key questions. These include: "What percentage of graduates go on to gain work in the museum world or related professions?"
The more students can be certain that a career in museums is right for them, the better. Doing a little work-shadowing, reading related literature or interviewing existing museum staff will all help build a fuller picture. All this can be done ahead of stepping into the MA interview room.
Once the first paid job is secured though, career development has to begin. Many people complain that they have become 'trapped' in entry-level jobs - in documentation or basic administrative roles.
While some are perfectly happy in these vital positions for the long-term, to move on requires additional skills, experience and training including IT, supervisory and basic financial skills.
As a lot of museum work is about managing projects, knowledge relating to this is a plus. There are many ways to acquire project management skills - one way is to work-shadow more experienced colleagues, another would be to find a project management training course. Those working in a local authority could spend some time with colleagues in other sections such as environment and regeneration.
The responsibility for workforce development, especially regarding new entrants, lies with employers as well as the providers of postgraduate courses. Employers who fail to support the development of their staff have only themselves to blame when their staff fail to deliver.
Professional development schemes such as the AMA offer individuals the opportunity to develop new skills. Other tried and tested training programmes such as Welcome Host and Welcome All and management development models such as the Clore Leadership and UEA Museum Leadership schemes offer huge value for the individual and the supporting institution.
But individuals must also take responsibility for their own development. For an individual to get the most out of the AMA scheme they will need a significant amount of motivation.
The AMA gives those undertaking it the perfect opportunity to knock on the door of their manager and ask for time and support to undertake a range of activities beyond those in their job description.
In fact, whether or not new entrants to the workforce are undertaking the AMA or a similar scheme, seizing the initiative and proposing a training course or a secondment makes sense. Even if the answer is 'no' it shows a level of ambition and enterprise, which is refreshing; and the next time the answer might be yes.
It is a painful truth that too often the simplest things let candidates down at interview or during the application process. Badly written application forms, blanket covering letters and lack of proper preparation are common even from well-qualified postgraduates.
In these days of internet access, it is unacceptable to turn up to an interview for even an entry level job without having done some basic research on the museum you want to work for.
If you live close enough to visit beforehand, even better. The pleasant question "have you visited before?" on the way to the interview room isn't as innocuous as it sounds…
Steve Miller is the chief executive of Ironbridge Gorge Museum Trust. He is speaking at a Museums Association's conference on developing a successful museum career, 15-16 April, University of Leicester, www.museumsassociation.org/events/movingonup
