|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)|
|Interdisciplinary summer schools||Profesional & Academic Development Promotion & Visibility||PhD student/Early career researcher|
|Institutional small grants available for international PhDs/junior academics||Profesional & Academic Development Institutional strategy||PhD student/Early career researcher|
|Study/networking visits for top managers||Networking Capacity Building of Support & Management Staff Promotion & Visibility Institutional strategy||Management staff|
|International scientific committee||Profesional & Academic Development||R2 - R4 researchers|
|Institutional fellowships to attract/retain international talent||Profesional & Academic Development||R2 - R4 researchers Lecturers (incl. Language Teachers)|
|Cultural orientation courses for international PhD students/academics/spouses||Social Integration & Daily Life Family Matters||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers)|
|Soft skills trainings for support staff||Institutional Processes Capacity Building of Support & Management Staff||Administrative staff Management staff|
|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|
|Networking institutional events for support staff||Capacity Building of Support & Management Staff||Administrative staff|
|Networking events for family members||Social Integration & Daily Life Family Matters Networking Promotion & Visibility||PhD student/Early career researcher R2 - R4 researchers Internationals spouses/family members|
|Networking events for PhD students and academics||Social Integration & Daily Life Profesional & Academic Development Networking||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers)|
|Mobility data collection and management||Administrative & Legal Support Institutional Processes Institutional strategy||Administrative staff Management staff|
|Mentoring scheme for support staff||Capacity Building of Support & Management Staff||Administrative staff|
|Local language courses for international PhDs and academics||Social Integration & Daily Life Language Support, Language Policy Family Matters Profesional & Academic Development Networking||PhD student/Early career researcher R2 - R4 researchers Lecturers (incl. Language Teachers) Internationals spouses/family members|
|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.
|Interdisciplinary summer schools||
Interdisciplinary summer schools are a rather efficient way of universities and their faculties to introduce international PhD students and academic staff members to the fields of study they could offer. These summer schools could also offer a great opportunity to international PhD students and academic staff members to extend their knowledge on certain topics, introduce them to new ways of teaching certain fields of study as well as to meet new colleagues, and potentially establish connections within academic circles.
|Institutional small grants available for international PhDs/junior academics||
Many universities already have a fund for small institutional grants to support their local PhD students and young researchers in developing various transferable skills (e.g., writing a project/project and financial management of own project), and in preparing future interdisciplinary, international, or cutting-edge projects. Such grants can be used to cover e.g. travel costs, attendance fees for conferences, extra publication, dissemination and science popularisation costs, extra fieldwork, extra lab costs/consumables, individual trainings, etc. Those grants could be offered also to international PhD students and young academics under the same conditions as their local peers. Information on grants should be available in English and easily foundable on the institutional website. The information could be part of the welcome package.
|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).
|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.
|Institutional fellowships to attract/retain international talent||
One of the most frequent obstacles is the lack of human resources to participate in different types of research projects in the country. Attracting and retaining highly skilled researchers may help to bring new expertise and skills and also to create and maintain research and business relationships. Promoting international mobility of researchers is for the host institution and inevitable part of maintaining them later in the country which may result in overcoming labour shortages and boosting entrepreneurship in knowledge-based sectors in the host country.
|Cultural orientation courses for international PhD students/academics/spouses||
Short course/series of courses on local cultural specifics. These include both specifics of everyday life and of organisational culture. The trainees will be able to deal better in everyday communication and to act more efficiently as a member of your ourganisation. Their spouses will find it easier to adapt to local cultural specifics..
Intercultural differences, sometime invisible, may destroy any team. The best way to:
Is to integrate them as much as possible into the local and organisational culture.
The easiest and most effective way is to offer a series of short (preferrably 1-hour-long) courses on different themes from your local and your organisational culture. It is even more efficient if each of them is combined with a relevant informal event involving local researchers or visiting an external event, museum or exhibition. This way the international PhD students/academics and their spouses will be able to combine theory and practice, which in turn will facilitate their integration in the local/organisational culture providing them with opportunities to further socialise and with (hopefully) nice memories.
|Soft skills trainings for support staff||
The main benefit of this practice is that this kind of training improves the efficiency and effectiveness of the support staff work. It also increases the satisfaction levels of international PhD students and academic staff. As a result, the atmosphere in both administrative and academic teams becomes much better since a lot of conflicts and misunderstandings would be avoided and communication will run more smoothly.
The most important thing for this practice is that to achieve sustainable results such courses need to be offered on a regular basis.
|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.).
|Networking institutional events for support staff||
The main aim of institutional events for support staff is to strengthen the professional knowledge of support staff through different types of meetings/events but also optimize information flows and procedures. Via these events, they can share experience and ideas, develop and share contacts within and outside of the organisation and improve internal processes. External experts/partners can be invited to such events or they can be organised jointly with them to expand and deepen collaborations for the sake of a smoother incoming researcher and academic staff mobility. The practice could eventually prepare the ground or even lead towards a broader scope of further professional development activities for support staff, including various focused trainings.
|Networking events for family members||
The networking events for family members can contribute to both the researchers' and their families' better integration in the host country. Regular meet-ups can improve opportunities for networking, making in-person contacts, sharing knowledge, asking questions, and for receiving advice about the local environment.
In addition, regular meetings can strengthen the local community, also involving local players - HEI management, research, administrative staff, and local stakeholders among others.
|Networking events for PhD students and academics||
Networking events, be it live or virtual, could help connect PhDs and academics with similar interests, and they could also help them discover different ways of approaching certain aspects of academia life. They could be organized in the form of conferences, seminars, lab meetings, various social events as well as online social networks, where social media profiles of academics can be used for a rather useful purpose. Such events bring people from different fields of academia together, creating opportunities for them to hear about other people's research, and also allowing them to discover different institutions they could visit in order to gain new knowledge.
|Mobility data collection and management||
Collecting and managing data about mobility could significantly affect the quality of the institutional process related to assisting mobile researchers and internationalization in general. It produces a body of evidence for strategic decision-making, facilitates smooth and effective communication with mobile researchers, provides a framework for a flow of activities related to assistance, and improves the efficiency and productivity of the service center.
|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.
|Local language courses for international PhDs and academics||
This is a key service for effective social integration of international PhD students, academics, and researchers, especially in everyday life outside the academic context. It is an advantage if the hosting HEI can provide the service within its own resources (by Language Department/ Language Centre) with experts trained in teaching the national language as a foreign language. Moreover, the language department could also offer other foreign language courses.
If the hosting HEI does not have sufficient capacity, partnerships with other HEIs in the city could be formed or HEI should create a database of language schools in the city/region. The starting point could be the existing practice of providing language courses for incoming Erasmus+ students. A complementary option is to explore whether there are any already existing e-learning national language courses and offer them to internationals as an opportunity to get acquainted with the basics of the language even before their arrival in the host country.
|Title||Importance||Scale of change||Setup cost||Setup time||Setup personnel||Delivery cost||Delivery time||Delivery personnel|
|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|
|Interdisciplinary summer schools||Important to have|
|Institutional small grants available for international PhDs/junior academics||Important to have|
|Study/networking visits for top managers||Essential to have|
|International scientific committee||Important to have|
|Institutional fellowships to attract/retain international talent||Essential to have|
|Cultural orientation courses for international PhD students/academics/spouses||Important to have|
|Soft skills trainings for support staff||Important to have|
|Specialised blogs and podcasts||Nice to have|
|Networking institutional events for support staff||Important to have|
|Networking events for family members||Nice to have|
|Networking events for PhD students and academics||Important to have|
|Mobility data collection and management||Important to have|
|Mentoring scheme for support staff||Important to have|
|Local language courses for international PhDs and academics||Essential to have|