People at the Service of Technology Transfer
Who is responsible for managing technology transfer?
Good people do great things. Within the university or research institution, the main technology transfer actors are the research staff and the technology transfer professionals (TTPs) working at Technology Transfer Offices (TTOs).
Therefore, human resources management that benefits technology transfer process has two goals:
- to motivate the researchers to produce knowledge and participate in technology transfer
- to recruit the right technology transfer managers, with the right skills and competencies.
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Incentives in Technology Transfer
A practical guide on how to effectively encourage, recognize and reward researchers and technology transfer professionals.
The role of people in technology transfer
Researchers in tech transfer
Researchers are key actors in both the creation of new knowledge and its dissemination within and outside university boundaries. In the technology transfer process, inventors
- generate ideas which provide the basis for the commercial opportunity;
- disclose inventions with societal or commercial potential to the TTO;
- provide technical evaluation of previous patents and publications in their field;
- assist the TTO in seeking protection (e.g. patent) before publishing the results of research;
- assist patent attorneys with writing the patent and responding to detailed examination report objections;
- tap in their networks and help raise money, engage with potential licensees, investors, and other partners;
- discuss technical aspects with interested companies;
- support further development of the inventions (e.g. as a consultant to a licensee or as chief scientific officer or founder of a spinout).
TTPs in tech transfer
Tech transfer professionals play an important role in bringing the knowledge and technologies to society. They are employed in a wide range of roles across a number of support functions: TTOs, Research Support Offices, University-Business engagement offices, Impact offices, etc.
Good technology transfer professionals have an understanding of both academia and industry, and are able to set up agreements that meet the needs of the institution, the researchers, industry and society. During the technology transfer process, tech transfer professsionals
- use their IP knowledge to deal with patent attorneys;
- use their sales skills to find business connections;
- use their industry knowledge to manage the agreements;
- use their people skills to communicate with the researchers;
- use their flexibility to meet the needs of all parties.
Knowledge management is the systematic process of identifying, using and transferring information, knowledge that people can create, improve and apply. The key to knowledge management is the creation of connections between people with the necessary competencies and expertise.
People-related challenges in technology transfer
Challenges for researchers
Although it is becoming more commonplace for researchers to get actively involved in technology transfer, many of them are still struggling for various reasons, for example, due to lack of time and market-oriented skills.
Some researchers also fear for their academic right to publish, perceive technology transfer as a bureaucratic hurdle, or lack support from the university.
Moreover, few universities explicitly consider technology transfer activities in the review process for promotion and tenure.
Challenges for TTPs
Like many other employers globally, universities are facing challenges with high employee turnover and staffing shortages within their TTOs.
This issue is problematic for tech transfer, because technology transfer process relies heavily on building and maintaining strong relationships with researchers and industry stakeholders.
Incentives for people in technology transfer process
Given the fundamental role of researchers and technology transfer professionals in the technology transfer process, staff satisfaction and retention are of high value for any institution involved in technology transfer. There are a few best practices of how to incentivize researchers and technology transfer professionals.
Incentives for researchers to bring their research results to market:
Non-financial incentives
- Recognition;
- Flexible employment conditions;
- Entrepreneurship support;
- Right to publish;
- Additional funds;
- Returning IP.
Career promotion incentives
- Adding TT in promotion and evaluation process.
Financial incentives
- Share in commercialization revenues;
- Salary increase;
- Performance-based payments;
- Spinout equity;
- Spinout Director’s fees;
- Consulting fees;
- Own research benefitting from research funding by spinout company.
Incentives for technology transfer professionals to attract and retain exceptional talent within the TTOs:
Non-financial incentives
- Recognition;
- Flexible employment conditions;
- Continuing professional development.
Career promotion incentives
- Career promotion opportunities and evaluation process.
Financial incentives
- Competitive salaries;
- Performance-based payments;
- Fringe benefits.