|Customised assistance: work related issues (employment, health insurance and social security, taxation, institutional duties)||Profesional & Academic Development Safety, Healthcare & Wellbeing Social security, Health Insurance, Taxation Institutional Processes||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers) Internationals spouses/family members|
|Customised assistance: social integration and daily life issues (accommodation, health care providers, childcare, etc.)||Social Integration & Daily Life Language Support, Language Policy Family Matters Accommodation Safety, Healthcare & Wellbeing||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers) Internationals spouses/family members|
|Customised assistance: funding offers, application preparation||Profesional & Academic Development||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers)|
|Welcome event for new international PhDs/academics||Social Integration & Daily Life Profesional & Academic Development Networking Promotion & Visibility||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers)|
|Academic skills training for international PhD students/researchers/academics||Profesional & Academic Development||PhD student/Early career researcher R2 - R4 researchers|
|Knowledge sharing intranet communication platform for support staff||Capacity Building of Support & Management Staff||Administrative staff|
|Knowledge sharing inter-institutional communication platform for support staff (closed group)||Administrative & Legal Support Institutional Processes||Administrative staff Management staff|
|Inter-institutional events/study visits/job shadowing for support staff||Capacity Building of Support & Management Staff||Administrative staff Management staff|
|Top management leadership development and induction scheme||Capacity Building of Support & Management Staff||Management staff|
|Promotion via collaboration with professional networks (e.g. EURAXESS World Wide, consulates, alumni network)||Promotion & Visibility||PhD student/Early career researcher R2 - R4 researchers Management staff|
|Open positions promoted publicly in English via well established international platforms (e.g. for free EURAXESS Jobs)||Promotion & Visibility||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers)|
|Open, transparent, merit based recruitment policy||Institutional Processes||R2 - R4 researchers|
|Online mobility management App||Administrative & Legal Support||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers)|
|Central IT mobility system/database||Administrative & Legal Support||PhD student/Early career researcher Lecturers (incl. Language Teachers) Administrative staff|
|Soft skills trainings for PhDs/academics||Social Integration & Daily Life Profesional & Academic Development Networking||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers)|
|Academic mentoring programme for international PhD students||Profesional & Academic Development||PhD student/Early career researcher R2 - R4 researchers|
|Promotion of talent recruitment schemes at international fairs||Promotion & Visibility||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers) Administrative staff Management staff|
|Mental health support for international PhD students and staff||Social Integration & Daily Life Safety, Healthcare & Wellbeing||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers) Administrative staff|
|Career support for international PhDs and junior academics||Profesional & Academic Development||PhD student/Early career researcher|
|Career planning skills trainings/labour market preparation for PhDs/academics||Profesional & Academic Development Networking Institutional strategy||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers)|
|Customised assistance: work related issues (employment, health insurance and social security, taxation, institutional duties)||
This service requires well-trained support staff in the area of work-related issues such as employment, health insurance and social security, taxation, and institutional duties with a focus on a specific group of academics – international academic staff. The goal is to provide highest level and quality of the service which might also require in-house legal advice. Safety, healthcare and wellbeing are essential for good functioning and a particular challange facing guests from abroad. It can be safely assumed they would be needing assistance all the way from the simplest general information, through getting through the necessary paperwork, to personal assistance and intervention.
|Customised assistance: social integration and daily life issues (accommodation, health care providers, childcare, etc.)||
Customised assistance regarding social integration and daily life of incoming international PhD students, academics and their families helps to make a better experience of settling-in in a new place, whether it is finding housing, opening a bank account, finding a suitable health care provider (s), securing childcare, building a new social network, learning a foreign language and generally, getting accustomed to a new culture and way of life. It can also include information on local/regional public transportation, host city parking policy, waste collection, registering a car, bringing in a pet, etc. Various levels/intensities of service provision might be opted for based on specific needs and available resources. The service might also be helped to deliver by a trained buddy/guide.
|Customised assistance: funding offers, application preparation||
Customised assistance ranges from providing an overview of available funding opportunities from various sources to tips for writing an application and pre-screening of application as well as assisting in finding a project team or inter-institutional project team. Individualised support will also facilitate the professional development of the academic staff and will improve communication and cooperation between the HEI’s support staff and the international academics and PhDs. Increased academic activity will influence positively the HEI’s visibility and may increase enrolment and retention of academic staff. This service requires well-trained support staff in the area of academic development, funding opportunities and procedures, and project drafting. However, writing an application is not a simple matter. It requires knowledge of the methods and techniques of creating applications.
An indispensable part of the application preparation is a thorough reading of the funding scheme documentation, e.g.call for proposals with attachments. programme thematic priorities, guidelines for applicants and project beneficiaries, funding principles, etc.. These documents describe all major information, including who can apply for a grant (i.e. eligible applicants), what grant can be obtained (grant size and total call budget), the procedure and deadline for application (when and where to submit an application), what the project evaluation criteria are, how will they be assessed, what costs are eligible, or it is possible to find the content of the future contract along with the terms of the project implementation. Before completing the application, each applicant should also check whether the instructions for its preparation have been provided. The task of the support staff is to provide support and assistance to the applicant in the process of preparing and submitting the application.
|Welcome event for new international PhDs/academics||
This is an opportunity to welcome the international PhD students, academics and researchers, distribute information and meet hosting HEI’s staff in person. It can also be a way to promote HEI research and didactic work among international PhD students and academics. HEI’s external partners can enrich the sessions with their presentations and other events as a way of popularising their work. Social events accompanying the welcome event are an important way of establishing social and professional networks.
|Academic skills training for international PhD students/researchers/academics||
By offering a wide range of possibilities for helping international research staff (in addition to local staff), including PhD students, develop their professional knowledge and skills higher education institutions enable them to fulfill their potential as researchers, make their stay more meaningful professionally and academically and thus contribute to their professional integration in the institution or the national labour market.
|Knowledge sharing intranet communication platform for support staff||
An effective tool/forum platform to build up the community of experts. The support staff members can contribute their ideas in the knowledge that will be stored-archived in shared online workplace and can be referred back to at any time. Posting issues and receiving responses will create over time a network amongst colleagues that will be actively supporting each other. It could grow to become an FAQ or Wikipedia-style resource platform for support teams involved in internationalization or even for the other HEI departments/units.
|Knowledge sharing inter-institutional communication platform for support staff (closed group)||
A communication platform designed to facilitate the exchange of information among staff working in various institutions that support international academics and PhD students. Knowledge sharing involves a multi-directional exchange of information resources where each institution is both a donor and a receiver of knowledge. Therefore every institution involved should have the possibility to profit from as well as contribute to the knowledge-sharing platform. A community of experts from across different HEIs and research organisations can be created via such a platform.
|Inter-institutional events/study visits/job shadowing for support staff||
Such events are an efficient way for professionals from different HEIs to share their knowledge, exchange their experience and challenges and build contacts and trust, in other words, a community of experts. Better informed support staff, with well established professional networks, inspired by good practices of other colleagaues can provide more professional and motivated guidance.
The events may also include some training part to enhance their competencies (soft skills, intercultural, unbiased communication style), or hands-on activities how to create more internationally friendly institutional environments. The events may include several sessions where support staff participants can collaborate on small tasks and jointly innovate various services (e.g. Orientation week), and suggest new channels of communication, or define practical guidelines.
A very effective way of experiential peer learning activity through observation and exchange of knowledge is represented by study visits or job shadowing. They can typically have a cross-border character and lead to further intensification or introduction of new services at the home institution resulting in the high-level provision of assistance to mobile academics and building up professional networks.
|Top management leadership development and induction scheme||
Leadership development schemes vary from induction workshops for newly recruited academic staff to mentoring schemes for doctoral candidates, courses in project management, MBAs, job shadowing, general leadership development programmes to more established programmes in higher education. Prior research revealed that offering leadership development opportunities is closely linked to a wider culture of continuous professional development and to existing national legislative frameworks on work environment (Louisa Bunescu & Thomas Estermann, EUA).
The reasons for setting up leadership development and induction schemes can be diverse.
First, such professional development opportunities increase the level of preparedness of executive leaders at universities. Institutional induction schemes ensure continuity and a smooth handover of responsibilities.
Second, they help acquire specific managerial (e.g. financial, legal, entrepreneurial, intercultural, international) competences while on the job and build confidence.
Third, leadership development schemes are also an opportunity for higher education leaders to learn how to better tackle crisis management situations, like the Covid-19 pandemic or influx of refugee students.
Training programmes on leadership skills are also offered to emerging leaders in higher education, including doctoral candidates in order to prepare them for the challenging roles that they might take up in the higher education sector (Louisa Bunescu & Thomas Estermann, EUA).
|Promotion via collaboration with professional networks (e.g. EURAXESS World Wide, consulates, alumni network)||
Using professional networks could significantly facilitate promoting the host institution HEI as a study and academic/research destination, promoting its strength areas and funding opportunities, and fostering its global presence. This could substantially lead to attracting more of international talent.
|Open positions promoted publicly in English via well established international platforms (e.g. for free EURAXESS Jobs)||
EURAXESS portal is the unique, single point of access to content and online tools, related to relocation of researchers and their families and career development. It hosts an online marketplace of CVs, jobs, funding, and hosting ads, connecting PhD students, academics, and researchers with their employers. It is one of the top science job platforms in Europe - with over a million visits per month, 80000 job ads published annualy, 65000+ registered organizations, and 18000+ researchers. In this video you will find out all you need to know about registering on the EURAXESS portal and start posting your first job vacancies. Publishing job ads on the EURAXESS portal is FREE. It helps HEIs and R&D organizations get unprecedented visibility and reach at no cost, and thus facilitate access to the best talents for the newly open positions. The ads, submitted by the organisations awarded with HR Excellence in Research logo will be flagged with the logo to highlight the highest standards in HR practices in that organisation.
|Open, transparent, merit based recruitment policy||
Open, Transparent, Merit-based Recruitment (OTM-R) policy is one of the Europan Commission's flagship policies for development of a single European labour market for researchers. OTM-R implies: 1) publication of detailed descriptions of the open positions (including the career development prospects and selection process), on international web-based resources such as EURAXESS portal; 2) transparent and fair selection practices, as well as continuous communication with all candidates about the selection progress and outcomes; 3) taking into account whole range of experiences, skills and traits of the candidates and assessment in both quantitative and qualitative manner. OTM-R includes detailed description of the recruitment process that is inline with the principles of Charter & Code belonging to the Recruitment group. The following recruitment stages are concerned: advertising and application, selection and evaluation, and appointment. Implementing OTM-R policy will help making your institution more attractive place to work with enhanced reputation and image, enabling you to recruit better candidates and to implement equal opportunities.
|Online mobility management App||
A simple online mobility management app enabling an inviting person/department to enter all the parameters on incoming PhDs/academics prior to his/her stay, sending out an auto-generated welcoming email (s) with information and access to all university services (online library, pass/card, other electronic services before their coming to the receiving institution.) easing thus the whole pre-arrival process immensely.
|Central IT mobility system/database||
IT mobility system/database is an important segment in organizing information regarding mobility. Each institution should develop its own database, and, if needs be, offer information from it to the other institutions.
|Soft skills trainings for PhDs/academics||
The main benefit of this practice is that such training improves the efficiency and effectiveness of the international PhD students and academic staff and increases their satisfaction and social integration. Soft skills are at the core of making any mobility programme successful. Soft skills related to intercultural communication can facilitate researchers' and PhDs' adaptation and social integration. Researchers and PhDs need to receive regular training in the full range of soft skills to perform best in their jobs/academic and research tasks. As a result of that training, it is expected that the atmosphere in the academic teams will improve substantially since a lot of conflicts and misunderstandings will be avoided and communication will run more smoothly. The most important thing for this practice is that to have sustainable results such courses need to be offered on a regular basis.
|Academic mentoring programme for international PhD students||
Mentoring is to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the person they want to be (Eric Pasloe).
A dedicated mentoring programme for PhD students allows institutions to encourage students to progress with their thesis, connect PhD candidates with alumni and local peers, support academics in their professional development, and build a vibrant academic community at the institution.
International PhD students can particularly benefit from their engagement in an institutional mentoring programme by expanding their professional network in the host country, gaining knowledge about local academic culture and traditions, gain tangible academic/professional experience (e.g. workplace visits, shadowing, interview experience, placements, a graduate job), develop written and verbal communication in the local language. Academic mentoring programmes therefore greatly contribute to the professional and social integration of early-stage international scholars.
|Promotion of talent recruitment schemes at international fairs||
Using physical and online exhibit marketing can be powerful for higher education institutions to foster their visibility and attract new students and early-stage researchers through the promotion of national and institutional opportunities for study and research.
Higher education institutions can use this channel to communicate externally about their institution and possibilities to engage with it, including existing scholarships, grants and other forms of support to collaboration.
|Mental health support for international PhD students and staff||
The aim of this service is to provide mental health and wellbeing support to all interested international PhD students and members of staff in order to ensure they feel psychologically safe and to enable them to focus more effectively on their professional/academic goals.
|Career support for international PhDs and junior academics||
Career development support for PhDs and junior academics is an important part of preparation for future employment. The main aim of career development support is to help PhD students and early career researchers:
If there is career support service for researchers at your institution, make sure that it is also available for international PhD students and researchers and that it takes their specific needs into account. As they probaly have neither knowledge of local labour market nor strong professional network in your country they might benefit from availibilty of career advice a lot.
Ensuring accessibility of career advice to international PhD students and researchers might help you to:
Final output: career support services available to international researchers and PhD students.
Major activities: Examples of such services might include professional career coaching, individual career counselling, interactive trainings, workshops, online navigation tools etc.
|Career planning skills trainings/labour market preparation for PhDs/academics||
One of the reasons why career planning skills trainings are being held is to encourage proactive career planning by equipping participants with the skills, resources and self-assessment information necessary to make informed career choices both inside and beyond academia. Organizing career planning skills trainings and labour market preparation trainings focus on professional career of PhDs and academics who are often uncertain in terms of decision-making for their next future career life. Therefore, the training possibilities for PhDs and academics can help, maintain and improve job skills, professional level of employees and prepare them for possible promotion.
By organising these events the HE institutions can benefit in terms of the overall job satisfaction level of their PhDs and academics.
|Title||Importance||Scale of change||Setup cost||Setup time||Setup personnel||Delivery cost||Delivery time||Delivery personnel|
|Customised assistance: work related issues (employment, health insurance and social security, taxation, institutional duties)||Essential to have|
|Customised assistance: social integration and daily life issues (accommodation, health care providers, childcare, etc.)||Important to have|
|Customised assistance: funding offers, application preparation||Important to have|
|Welcome event for new international PhDs/academics||Important to have|
|Academic skills training for international PhD students/researchers/academics||Important to have|
|Knowledge sharing intranet communication platform for support staff||Important to have|
|Knowledge sharing inter-institutional communication platform for support staff (closed group)||Important to have|
|Inter-institutional events/study visits/job shadowing for support staff||Important to have|
|Top management leadership development and induction scheme||Important to have|
|Promotion via collaboration with professional networks (e.g. EURAXESS World Wide, consulates, alumni network)||Important to have|
|Open positions promoted publicly in English via well established international platforms (e.g. for free EURAXESS Jobs)||Essential to have|
|Open, transparent, merit based recruitment policy||Essential to have|
|Online mobility management App||Important to have|
|Central IT mobility system/database||Important to have|
|Soft skills trainings for PhDs/academics||Important to have|
|Academic mentoring programme for international PhD students||Important to have|
|Promotion of talent recruitment schemes at international fairs||Important to have|
|Mental health support for international PhD students and staff||Important to have|
|Career support for international PhDs and junior academics||Important to have|
|Career planning skills trainings/labour market preparation for PhDs/academics||Important to have|