|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|
|Study/networking visits for top managers||Networking Capacity Building of Support & Management Staff Promotion & Visibility Institutional strategy||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)|
|Strategic approach to building a welcoming environment and offering quality support services for international academics||Institutional Processes Institutional strategy||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers) Administrative staff Management staff|
|International scientific committee||Profesional & Academic Development||R2 - R4 researchers|
|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|
|Workshop on career planning for international PhD students||Profesional & Academic Development||PhD student/Early career researcher|
|Specialised blogs and podcasts||Social Integration & Daily Life Networking Promotion & Visibility||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers) Internationals spouses/family members|
|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|
|Mentoring scheme for support staff||Capacity Building of Support & Management Staff||Administrative 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|
|Customised assistance: visa and residence permit||Visa, Residence & Work Permit||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)||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|
|Career support for international PhDs and junior academics||Profesional & Academic Development||PhD student/Early career researcher|
|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).
|Study/networking visits for top managers||
Networking and study trips abroad provide an efficient tool to boost the overall visibility of a higher education institution, including various opportunities for study and work it may offer.
Participating staff members / managers act as ambassadors of their institutions abroad and also expand their own professional expertise and knowledge through the exposure to other institutions' good practice.
Prior research found that informal opportunities for learning sliding into the spaces around formal events were often responsible for unexpected and influential perspective transformations and that these opportunities for learning are often undervalued. It was also proven that international study visits where participants agree their own collective agendas and develop a trusted validating community group are more valuable than transmission models of leadership learning (Andy Cramp, University of Wolverhampton).
|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.
|Strategic approach to building a welcoming environment and offering quality support services for international academics||
Building a welcoming environment and improving support services for international students and staff is a high-level goal that needs to be recognized in the institution's strategies and related action plans. Based on such a strategic approach, institutions could reflect on the topic from a broader perspective related to its contribution to the achievement of the other institutional goals and missions. Incorporating this topic in an institutional strategic plan or internationalization strategy reflects the institution's commitment to these goals and, thus, involves an internal discussion on possible ways to achieve them.
|International scientific committee||
Transparency and reliability are one of the key factors of a successful scientific activity. The transparency can be achieved by establishing an international scientific committee responsible for supervision and verification of scientific work. Such committees can be established for the HEI’s projects or units. The committee’s work will improve the HEI’s scientific staff competencies and will be an opportunity for exchange of experiences and knowledge between the engaged institutions. Working with experts from various countries and institutions will be a way to improve communication and cooperation between the engaged institutions and will also increase the HEI’s visibility. The committee members can also be engaged in scientific staff selection and evaluation processes. The experts selection can be based on the HEI’s international partnerships and HEI’s staff personal networks.
However, the existence of such committee(s) shall respect the relevant institutional regulations and project funding agreement requirements. Nevertheless, although similar bodies might exist as part of the instututional structures, the practice might provide some inspiration about the mandates it can have.
|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.
|Workshop on career planning for international PhD students||
Short interactive workshop to familiarise PhD researchers with basic career planning methods and tools and introduce them into the job search strategies and tools for researchers (in both local and international labour market).
By the end of the workshop participants should:
|Specialised blogs and podcasts||
Both the specialised blogs and podcasts are a very effective and efficient way how to better connect with the current and potential target audience of international PhD students, academics, and researchers providing an insight into host HEI's institutional life and culture and welcoming environment. Those media allow you not only to keep the members/followers up-to-date with the latest events, but also promote vital topics and new initiatives, inspiring stories, and express opinions. Both activities should bring less formal but still valuable and entertaining content which should be complementary to the content published on the host HEI institutional website and social media. Both activities help encourage their followers/readers/listeners to become host HEI's ambassadors and raise its visibility and global presence.
The great benefit of podcast listening opportunities is their mobile nature. Podcast audio content gives listeners the ability to dive into topics without having to set aside time to read or watch a video (e.g.during commuting, jogging, cycling, cooking, etc.).
|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.
|Mentoring scheme for support staff||
The aim of this activity is to pair employees involved in providing services to international academics in a mentoring relationship to foster professional development and career growth while building an inclusive culture and diverse networks.
|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.
|Customised assistance: visa and residence permit||
Customised assistance provided to international Ph.D. students, academics, and researchers that fits best their specific needs, especially regarding information that may not be readily available on the institution's website or checklist. Immigration issues are the most crucial area of support. This service requires well-trained support staff in this area, with understanding of legal issues, practical procedures and possibly also collaborations and contacts for exact expert information provision. The goal is to provide the highest level and quality of service. Various levels/intensities of service provision might be opted for based on specific needs and available resources.
|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.
|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.
|Title||Importance||Scale of change||Setup cost||Setup time||Setup personnel||Delivery cost||Delivery time||Delivery personnel|
|Inter-institutional events/study visits/job shadowing for support staff||Important to have|
|Top management leadership development and induction scheme||Important to have|
|Study/networking visits for top managers||Essential 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|
|Strategic approach to building a welcoming environment and offering quality support services for international academics||Essential to have|
|International scientific committee||Important 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|
|Workshop on career planning for international PhD students||Nice to have|
|Specialised blogs and podcasts||Nice to have|
|Soft skills trainings for PhDs/academics||Important to have|
|Academic mentoring programme for international PhD students||Important to have|
|Mentoring scheme for support staff||Important to have|
|Mental health support for international PhD students and staff||Important to have|
|Customised assistance: visa and residence permit||Essential to have|
|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|
|Career support for international PhDs and junior academics||Important to have|