handbook-executive-leadership-of-research-development-pdf-v10

Invest in professional development for research managers and support staffBuilding the capacity building of research infrastructure and systems in the initialimplementation phase of the change agenda will require an intensive period oftargeted professional development for research managers and support staff. Theexecutive leader should ensure that the investment in professional developmentcontributes directly to building research infrastructure and systems, and by definition,the activities should be aligned directly to the vision and goals.The professional development program should also be directed at careerenhancement and linked to the rewards and recognition system, includingpromotion. It should take a planned approach to building a cohort of researchmanagement and support staff with a shared understanding of the vision and goals.This should lead to a number of significant outcomes including a consistency acrossthe university in the approach and standards of service, a strong sense of purpose,new career pathways, and improved professional standing of research managersand support staff.The executive leader should take a high profile as sponsor of professional learningactivities for research management and support staff. A presence at these eventswill confirm the importance of professionalising their roles and raising the qualityof the specialist services their staff provide. This should extend to supporting activemembership of specialist professional associations and encouraging managersto raising the profile of the university and its research enterprise at national andinternational forums.64 A handbook for executive leadership of research development