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

Principle 8. Invest in early career researchersInvesting in early career researchers is one of the strongest features of institutionsestablishing the foundations for a research-oriented university. These are high profileuniversity-wide initiatives designed, sponsored and guided by executive leaders,central to the clear coordinating goals, and with significant contributions from researchleaders. These programs present a major opportunity to introduce imaginative anddistinctive approaches to engage early career researchers in the academic life of theuniversity. The ultimate test of their effectiveness is the extent to which early careerresearchers become embedded in the fabric of the university and change the waypeople go about conducting and supporting the research enterprise.Perhaps more than most initiatives designed and sponsored by the executive leaderof research successful implementation of early researcher programs require a longtermview. It is unrealistic to expect an immediate and major impact on researchoutcomes. It follows that assessment of progress in the early phases should concentrateon monitoring the success of activities in terms of basic outputs such as the numberof students attracted by scholarships, the breadth of staff involved in mentoring, theresources allocated by faculties and so on.Short to mid-term outcomes will emerge in a timeframe of around three to five years.Some of the important changes in that time will be highly visible and reassuringto stakeholders that the university is heading in the right direction, but they will notnecessarily be directly measurable. Early signs of change will include a vibrantatmosphere of early career and established researchers working together with theshared goal of advancing knowledge.There should also be indications that the way in which academics go about doingresearch is changing. Successfully implemented initiatives will result in greaterinteraction across disciplines with early career academics involved in centrallymanaged university events. They should also be more obviously included as partof research team planning and involved grants processes, dissemination, andinternational networks. Supporting home grown researchers is generally considereda cost-effective approach to capacity building but building numbers is not enough.To make a significant impact on the research orientation the investment requiresspecific targets and sufficient resources to attract and retain a high proportion of highquality doctoral and post-doctoral students.Focus 4 — Developing a research-oriented workforce73