Erkennen & Waarderen in Th&ma

TH&MA informeert de managers, bestuurders en leidinggevenden aan universiteiten en hogescholen in zowel Vlaanderen als Nederland over de laatste trends in het hoger onderwijs. Elk nummer is thematisch opgebouwd, maar bevat daarnaast ook artikelen over de meest uiteenlopende actuele zaken die spelen in het hoger onderwijs. Het laatste nummer van 2021 was geheel gericht op Erkennen en Waarderen met onder andere een artikel van Rianne Letschert.

Door op deze link te klikken kom je bij de online versie van het magazine.

 

“Recognition & Rewards requires a shift in thinking from board members, management, and staff alike”

Tilburg University:
At the Department of Human Resources Studies (HRS) a great deal of research is being done on the design and the impact of HR policy. Dorien Kooij is its Head of Department, and in that capacity she has been experimenting with the strengths approach, diversification of career tracks, and focusing on one or two domains. Charissa Freese is Endowed Professor of HRM and Social Security in Dorien’s team. They talk about their experiences.

Dorien Kooij - Erkennen en Waarderen

Dorien: “The School works with a performance assessment system called MERIT (Management, Education, Research, Impact, and Team), a system in which you need to excel in all five domains to qualify for promotion. That system is impracticable for us. When you perform valuable work, you shouldn’t be required to excel in every single field. Therefore, ever since I was appointed as head of Department in 2018, we have been busy identifying individual and team strengths

If everyone contributes in ways they are good at and enjoy doing, this will benefit more than just individual development. It will also lead to more job satisfaction and better team results

For instance, we work in research labs in which researchers from different backgrounds and with different strengths work together. This stimulates team science: collaboration on research from various perspectives and disciplines. This allows us to examine complex social issues in a more holistic approach. In addition, team members have already been formulating their own strengths for some time in what is now referred to as the P&TD interviews (Performance & Talent Development interviews). If everyone contributes in ways they are good at and enjoy doing, this will benefit more than just individual development. It will also lead to more job satisfaction and better team results. As a Department, we also look at objectives and strengths within a team. An optimal task division will add value to the whole, a development that you increasingly see beyond the university as well.”

Fine-tuning

Charissa: “Recognition & Rewards covers the same domains as the current MERIT system, but the old system left no room for fine-tuning. Dorien instigated that change, and it’s a good one; the potential for differentiation makes staff feel appreciated for their specific contribution, their strength. And it gives them more freedom to shape their careers using their own ambitions and talents.”

Work pressure

Another plus of Recognition & Rewards is its beneficial effect on work pressure, Charissa believes: “Doing and being able to do everything at the same time is no longer required. For example, there is the opportunity to focus on education for a while after completing a period of research. Unmixing rather than combining different tasks reduces work pressure. It also gives staff the opportunity to more fully develop their subject expertise.”

Unmixing rather than combining different tasks reduces work pressure. It also gives staff the opportunity to more fully develop their subject expertise

Charissa Freese - Erkennen en Waarderen

Focus on strengths

The Department is currently engaged in integrating the strengths approach with the new set-up of the P&TD dialogs. Dorien: “At our Department, the dialogs about the strengths of staff members evolved gradually. We notice that using a common language, so to speak, we now communicate better and have a clearer understanding of what we can expect from each other, for example in the research labs. Under the new P&TD system, individual goals can be shared in the team, enabling staff to understand each other’s talents and choices. It also makes it easier to give peer feedback, it increases self-reflection, and it enhances dialog. By now all staff have identified their strengths. The team training is scheduled for January.”

High expectations

Within the Department, the response to the changes set in train by Recognition & Rewards is positive. Dorien: “At the same time, expectations are high. Colleagues are keen to find out whether Recognition & Rewards will really deliver the change everyone is hoping for. Our Department has been using the new system for quite some time now. But actually promoting staff in accordance with it proved to be exceptionally difficult, because promotion policy and criteria used university-wide and at the Schools have yet to be adjusted.”

Under the new P&TD system, individual goals can be shared in the team, enabling staff to understand each other’s talents and choices.

The wins

The benefits of diversification of career tracks for the university? Dorien: “Increased and improved use of each other’s talents. Implementing Recognition & Rewards gives all staff – not just research staff – the space and the calm to shape their own career mobility, both upwardly and laterally. A more diverse way of working together leads to better team results, because everyone has their own focus area.”

Non-standard career track

Dorien en Charissa - Erkennen en Waarderen

Charissa’s career track was an unusual one and she ran into potential stumbling blocks along the way. “Following my graduation in Organizational Psychology in Tilburg, I did PhD research, but I found it too monotonous. I wanted to teach and for ten years I did, at Human Resources and Labour of Avans University of Applied Sciences in Den Bosch. It was here that I finished my PhD thesis. By that time, I had begun to miss proper scientific research.

I first joined Tilburg University part-time, as a thesis supervisor for graduating students, and later went back to working at the university full-time. Over the years, I built up a range of duties that matched my strengths as well as the university’s strategy but not any official job profile. I engaged with impact at the People Management Center, the Human Resource Studies platform where external organizations and our staff collaborate on HRM issues.

I hope it will create a greater diversity of career tracks, and that good, talented, and motivated colleagues who contribute to the key objectives of both the department and the university are eligible for tenure and better opportunities for advancement and appointments, and in this way reap the rewards they deserve

I also did contract research and was involved in education through thesis supervision and executive education at TIAS. After a number of temporary contracts, I was offered a permanent position as a valorization officer. That is not a research position, which is why a different appraisal system applied, one that could not take into account all the work I did. That made it really difficult to evolve as a scientific researcher, but that was what I wanted. One effect of my combined work portfolio was that I had fewer publications to my name than regular researchers, which is why I did not have an excellent performance in all five domains. As a result, making ‘Researcher 1’ and being appointed professor in early 2021 was anything but easy. With Dorien’s help and that of my previous managers Jaap Paauwe and Marc van Veldhoven I managed to do it. I was given time to work on my publications, which resulted in the fifth domain eventually being appraised as excellent, too.”

Implementing Recognition & Rewards gives all staff – not just research staff – the space and the calm to shape their own career mobility, both upwardly and laterally

Eager

Charissa has this to say about Recognition & Rewards: “I hope it will create a greater diversity of career tracks, and that good, talented, and motivated colleagues who contribute to the key objectives of both the department and the university are eligible for tenure and better opportunities for advancement and appointments, and in this way reap the rewards they deserve. Many colleagues eagerly await the moment this becomes a reality.”

Key role for managers

The system is primarily a useful tool, Dorien concludes. “What matters most is the shift in thinking that will need to take place within Schools and across the university. Recognition & Rewards impacts on how departments are managed, and that is why managers are a critical success factor in making this shift happen. We know that staff endorse it; our own experience at the Department is a case in point. What matters is that higher echelons share the sense of urgency.”

Source: Tilburg University

Tilburg University: Jantine Schuit, Vice Rector Magnificus: ‘Het is belangrijk om elkaar te erkennen en waarderen’

Erkennen & Waarderen is een systeem- en cultuurverandering waarin de domeinen onderwijs, onderzoek, maatschappelijke impact, leiderschap en teamspirit centraal staan. “Het is een brede visie op talentontwikkeling, waarmee we een werkomgeving willen creëren waarin alle medewerkers zich erkend en gewaardeerd voelen en zich continu blijven ontwikkelen”, vertelt Jantine Schuit, Vice Rector Magnificus. Vanuit het College van Bestuur is zij nauw betrokken bij het onderwerp. Ze staat stil bij de actuele stand van zaken, bespreekt weerstanden en geeft voorbeelden.

Jantine Schuit - interview Erkennen & Waarderen

“Erkennen & Waarderen gaat over de variatie in loopbaanpaden die we als Tilburg University willen bieden. Niet alleen aan wetenschappers, maar aan alle medewerkers. Als mensen in hun kracht staan, kunnen ze gericht groeien. Met Erkennen & Waarderen creëren we naast excellent onderzoek de ruimte om te excelleren op andere domeinen.

Met Erkennen en Waarderen creëren we een werkomgeving waarin alle medewerkers zich erkend en gewaardeerd voelen en zich continu blijven ontwikkelen

Een wetenschapper die goed is in onderzoek, maar uitblinkt in onderwijs en op dat domein innovatie bewerkstelligt, kan in de toekomst tot hoogleraar benoemd worden. Ook benoemingen voor wetenschappers die uitblinken in leiderschap of impact zijn mogelijk. Teamspirit en persoonlijk leiderschap vinden we belangrijk voor al onze medewerkers. Voor ondersteunend personeel willen we interne mobiliteit mogelijk maken.”

In teamverband samenwerken aan resultaat

Een belangrijk aspect van Erkennen & Waarderen is het samenwerken in teamverband. Team science, samenwerking tussen wetenschappers, ook over de grenzen van disciplines heen, is hiervan een mooi voorbeeld. Jantine: “Tot nu toe was onderzoek vooral een individueel proces. Maar als je een probleem vanuit verschillende invalshoeken bekijkt, leidt dat tot meer diverse inzichten. Die brede blik leidt bij complexe vragen tot betere bijdragen. Bovendien leidt het ook tot betere inzichten in het eigen vakgebied. Ik geloof in deze manier van samenwerken en ik ben ervan overtuigd dat dit tot meer impact leidt. Ook ondersteunend personeel speelt een belangrijke rol in deze teams. We streven ernaar individuele prestaties in samenhang met elkaar te beoordelen. Je erkent elkaars kwaliteiten, verbindt die en komt zo tot een betere aanpak voor complexe issues. De verandering die we nu doormaken is waardevol. Dankzij multidisciplinaire en integrale samenwerkingen behalen we meer en beter resultaat. Daarmee vergroten we als Tilburg University onze maatschappelijke relevantie.”

Onderzoek is niet uitsluitend meer een individueel proces. Als je een probleem vanuit verschillende invalshoeken bekijkt, leidt dat tot meer diverse inzichten. Die brede blik leidt bij complexe vragen tot betere bijdragen

Passend binnen strategie en context

“We trekken op met de andere Nederlandse universiteiten die allemaal het belang van verandering onderkennen”, vervolgt Jantine. “Via ENGAGE.EU werken we ook in een internationale context samen op het gebied van talentontwikkeling. Erkennen & Waarderen past binnen onze strategie voor 2022-2027 en is verankerd in onze kernwaarden Connected, Curious, Caring en Courageous. ‘Use (y)our Talents’ is de overkoepelende visie op talentontwikkeling waarin Erkennen & Waarderen en Connected Leading, onze visie op leiderschap, samenkomen. Want: continue ontwikkeling vraagt om persoonlijk leiderschap. Ook zijn leidinggevenden een onmisbare schakel om samenwerking binnen teams te faciliteren en stimuleren.”

We vertrouwen erop dat Erkennen & Waarderen tot betere resultaten leidt, juist omdat het wetenschappers de mogelijkheid biedt te excelleren op een bepaald domein

Jantine Schuit - interview Erkennen & Waarderen

Aandacht voor weerstand

Het landelijke programma Erkennen & Waarderen is ontwikkeld in reactie op behoeften die onder wetenschappers leven. De visie voor Tilburg University kwam in dialoog met de medewerkers tot stand. “Ik weet dat er ook een groep medewerkers is die zorgen heeft over deze verandering”, vertelt Jantine. “Zij geven bijvoorbeeld aan bezorgd te zijn dat zij op alle vijf de domeinen moeten excelleren. Of dat we afstappen van het meten van wetenschappelijke prestaties via een impactfactor of h-index. En dat we het belang van excellent onderzoek uit het oog verliezen, waardoor ook onze internationale positie en ranking in het geding komt. Ondanks de bezwaren en zorgen kiezen we toch bewust voor deze cultuurverandering. We hebben daarbij uiteraard oog voor het carrièreperspectief van individuele medewerkers, maar we vertrouwen erop dat Erkennen & Waarderen tot betere resultaten leidt, juist omdat het wetenschappers de mogelijkheid biedt te excelleren op een bepaald domein. Dat kan uiteraard ook het onderzoeksdomein zijn.

De inbreng van medewerkers is en blijft een essentiële voorwaarde voor het succes van het programma

Breder erkennen en waarderen vergroot onze aantrekkingskracht als werkgever en sluit aan bij maatschappelijke ontwikkelingen, de vraag om het leveren van een maatschappelijke bijdrage, het innoveren in onderwijs, maar ook de krapte op de arbeidsmarkt. Bovendien is deze verandering een doorlopend proces waarbij we de plannen en uitvoering blijven spiegelen aan onze medewerkers. Binnen de faculteiten zijn er werkgroepen gestart en gaan we in een maatwerktraject de dialoog aan. De inbreng van medewerkers is en blijft een essentiële voorwaarde voor het succes van het programma.”

Vice Rector Magnificus met brede blik

Jantine Schuit - interview Erkennen & Waarderen

“Dat ik binnen de universiteit betrokken ben bij dit onderwerp, heeft mede te maken met mijn eigen achtergrond”, vertelt Jantine. “Ook ik heb een ander pad bewandeld. Ik ben geen klassiek opgeleide hoogleraar en universitair bestuurder. Ik startte als wetenschapper bij het RIVM en promoveerde in Wageningen. In mijn loopbaan heb ik veel onderzoek gedaan, waarbij het mijn persoonlijke ambitie was om betekenisvol onderzoek te doen naar kinderen met overgewicht. Tijdens mijn onderzoek bij de VU, doceerde ik ook, maar de focus lag vooral op onderzoek. Juist de combinatie van onderzoek, impact en leiderschap bracht me naar Tilburg University. Persoonlijk denk ik dat je juist op bestuurlijke posities mensen nodig hebt met een blik die de verschillende domeinen overstijgt.”

Juist de combinatie van onderzoek, impact en leiderschap bracht me naar Tilburg University

Erkennen & Waarderen vormgeven

“De afgelopen periode heeft de stuurgroep goed werk geleverd. Hieruit kwamen speerpunten naar voren die onderdeel worden van de universitaire strategie. De nadruk ligt daarbij op het ontwikkelen van heldere criteria, talentmanagement en -ontwikkeling en het coachen van leidinggevenden. Samen met de decanen heeft het College van Bestuur deze vastgesteld. Gezamenlijk ontwikkelen we heldere kaders en uitgangspunten waarmee de leidinggevenden binnen de faculteiten aan de slag kunnen, bijvoorbeeld over de verhoudingen tussen de domeinen. Ook komt er in het kader van Use (y)our Talents aandacht voor talentmanagement en –ontwikkeling van al onze medewerkers en coachen we leidinggevenden zodat zij de visie op talentontwikkeling kunnen implementeren. Ook begeleiden we bevorderings- en benoemingsadviescommissies: de rol, invulling en samenstelling van deze commissies brengen we in lijn met Erkennen & Waarderen. Uitgangspunt is dat we dit samen doen, maar er is wel ruimte binnen faculteiten om eigen invulling te geven om accenten aan te brengen. De faculteiten ontwikkelen op dit moment hun eigen pilots, dat is maatwerk per faculteit.”

Diversificatie van loopbaanpaden

Er ontstaan mooie voorbeelden van die initiatieven. Jantine: “Divisies en faculteiten initiëren veranderingen. Het departement Human Resources Studies (TSB) experimenteert met het leggen van accenten op één of twee domeinen. Het volledige departement volgt een training om de talenten van medewerkers in kaart te brengen, een zogenaamde sterkepuntentraining. De uitkomsten zijn de basis voor de Performance & Talent Development gesprekken.

Alle medewerkers van Tilburg University komen zelf meer aan het stuur van hun eigen loopbaan en krijgen meer ruimte om deze op eigen wijze vorm te geven

Ook de divisie Marketing & Communicatie legt de nadruk op talentontwikkeling: de teams volgen Connected Leading trainingen om dezelfde taal te leren en ieders talenten optimaal in te zetten. Ook investeren we op universitair niveau in verdere professionalisering en kwaliteit van onderwijs en onderwijsinnovatie. Het nog op te richten platform met als voorlopige titel ‘Teaching Academy’ ondersteunt deze plannen. Deze voorbeelden hebben één ding gemeen: alle medewerkers van Tilburg University komen zelf meer aan het stuur van hun eigen loopbaan en krijgen meer ruimte om deze op eigen wijze vorm te geven.”

De ambities zijn groot, maar elke medewerker kan klein beginnen. Met de ander erkennen en waarderen om diens kwaliteiten en talenten

Jantine sluit af: “Bij een systeem- en cultuurverandering als deze is de inbreng en betrokkenheid van alle medewerkers essentieel. De komende vijf jaar werken we hard aan het realiseren van die verandering en houden hierbij de dialoog gaande. De ambities zijn groot, maar elke medewerker kan klein beginnen. Met de ander erkennen en waarderen om diens kwaliteiten en talenten.”

 

Bron: Tilburg University

“An academic is not a jack of all trades”

RECTOR FRANK BAAIJENS TALKS ABOUT RECOGNITION AND REWARDS

JULY 6, 2021

A new appraisal system for academics will look at more than just their research. For Rector Frank Baaijens, this change brings a welcome opportunity to promote team spirit and ‘academic citizenship’.

Rector magnificus Frank Baaijens. Photo: Vincent van den Hoogen

Academics feel the recognition they receive depends too heavily on their academic output. How many publications have your written, how often are you cited, how many grants have you secured? With the new appraisal system Recognition and Rewards this will change, says Rector Frank Baaijens. “We will bring more balance to the appraisal of academics, valuing them for their talents and ambitions in the fields of research, education, impact and leadership.”

Baaijens is very clear: excellence will continue to be the aim of our university’s academic personnel. In education and research, as well as in additional areas. “As a university we have responsibilities in the fields of research, education and impact. With Recognition and Rewards we want to take a much broader view of our academic personnel. Find a way of valuing the contributions everyone makes. See the diversity in what people are capable of and recognize where their talents and ambitions lie.”

He goes on to emphasize that academics must be active in both research and education. “Many academics feel they are judged by just one thing, their research. This leads to other areas being perceived as being less important, even education, which is the university’s core task. We want this given greater importance and we want to value people for their other activities within their department,” says Baaijens.

ACADEMIC CITIZENSHIP

This brings him to ‘academic citizenship’. “Together, you have a department and a university to run. You need people to be willing to join an examination committee, an appeals committee, an appointment advisory committee, and so on. An expression of value is also required for these activities.”

For Baaijens, Professor Jan van Hest exemplifies the kind of person his is looking for: the academic citizen. “An excellent academic, but he’ll take on other tasks too. His teaching is outstanding – and he counts first-years among his students – and he has taken on administrative responsibility. But in the area of educational reform, for example, he isn’t taking a leading role.” By which Baaijens means to say: you don’t have to take on everything, but your focus must be broader than research alone.

“In a group you can develop an incredible strength that would never be possible as an individual”

Rector Frank Baaijens

Frank Baaijens. Photo: Vincent van den Hoogen

“Not, of course, that you can expect everyone to be equally good at everything. But what you can do is make sure you have a team in which research, education and impact are covered. I believe in team spirit: in a group you can develop an incredible strength that would never be possible as an individual.”

A BALANCED ASSESSMENT IS THE CHALLENGE

Baaijens realizes that the challenge lies first and foremost in how you assess excellence in research, education, impact and leadership. “Within research we have a long history of assessing on output, but now we need to place more emphasis on quality rather than being concerned solely with the number of publications. Likewise within education you want people to build a portfolio, so that at an international level they can show what they have conceived in terms of innovations and what impact this has had. So that, like research, this becomes an area in which they can earn a reputation.” By way of example, Baaijens mentions Rick de Lange, who was appointed to a professorship in part for his educational innovations.

EDUCATION

By what yardstick do you measure people who excel in education? “As things now stand, we have two profiles,” Baaijens explains. “Academics whose main thrust is research and who also teach. They excel at research but like everyone else stand before the class on a Monday morning and do a great job. We also have those people for whom education is a field in which they are developing as professionals, alongside their research. They are fully engaged in educational innovation and shine at it. For these academics too, career steps must be in place.”

Here, too, in order to be assessed, it is a question of finding the right way to show what you have done. This could take a mixed form involving a narrative: what is your vision, what have you achieved. Supplemented with demonstrable results, such as a teaching evaluation, an education prize, a publication about education, an appraisal by colleagues, international standing. “It’s what we do in research,” says Baaijens. “Why not do the same in education? Challenge-based learning would be just the topic for a fabulous piece of education-related research.”

LEADERSHIP AND TEAM

Some form of leadership will be expected of everyone. “If you are an inexperienced assistant professor, you aren’t going to be asked to contribute policy ideas, but you do supervise students,” explains Baaijens. The form of leadership a person exhibits will change as their career progresses. And no single leadership style is the best; here too, diversity is preferable.

The first, and sometimes the only question asked in job interviews is still ‘What kind of research do you want to do?’ Baaijens wants to see this change. “When we’re appointing a professor, we still look chiefly at academic output and assume that someone of this caliber has leadership qualities. We must also ask them about their vision of education and impact, how they deal with diversity, how they ensure that people get the best out of themselves, how they create a safe work environment. You can be incredibly good at your research, but if you intimidate your colleagues and excuse yourself from departmental tasks, do you deserve to become a professor? We have to find the right elements for the advisory committees to work with going forward.”

Recognition and Rewards requires academics to write a statement about their supervisory or leadership qualities, as part of the narrative section of their résumé. How collegial are you, how do you supervise students and doctoral candidates, how do you pay attention to team spirit, how do you give and receive feedback?

A balanced and diverse team is an important asset. “You are aiming to make better use of each other’s talents so that as a group you make headway. If an academic is good at academic communication, you could see that as a core competence. The same applies to someone who is passionate about educational innovation. Provided it fits within the team, this could be a field where they develop professionally. This offers more flexibility than saying ‘We value you only for your research qualities’. This is what we are trying to do with Recognition and Rewards. Value people more broadly.”

IMPACT AND OPEN SCIENCE

How do you decide what the impact of an individual’s work is? Baaijens: “In terms of research impact, this includes any and all activities that generate impact. In other words, it is broader than the number of publications or citations. It would include, say, the patents someone has accumulated, or a business venture someone has started. Or new guidelines someone has developed that have been adopted by, say, RIVM, or getting yourself hired by a company alongside your university work. We need to get some experience of deciding what we find important and what not. To do this, we’ll use peer review. Colleagues in the field must assess whether what people are doing is special; this is not something you can always prescribe.”

The value of open science is something else to be considered. “It is difficult to justify the disappearance behind a paywall of research funded by society. The validation of research and the speed with which research evolves both depend crucially on data being made available. The importance of this has been underscored yet again by the present COVID-19 pandemic. “There are also researchers who have collected incredibly interesting data for research purposes, for example, neatly ordered it and made it publicly available. This isn’t a publication but if so many people can use it, it becomes a significant contribution to research. This is something else to be valued.”

WHERE ARE WE NOW?

Baaijens has helped to draw up the plan behind Recognition and Rewards, published by the universities’ federation VSNU. At the end of 2019 its precursor appeared Room for everyone’s talentwhich has been embraced by all the Dutch universities and research institutes. The universities have the flexibility to introduce the plan as they see fit and to roll it out at their own pace. In the spring of this year, the TU/e Recognition and Rewards task force held six sessions with some hundred and fifty academics in order to hear what they think of it. In addition, in the run-up to summer six enrichment sessions were held with three interdepartmental committees (IFC) – Engineering; Basic Sciences and Humans; Technology, Management and Design.

“We have formulated six principles and after the summer we’ll continue to discuss them with the interdepartmental committees. After that, I hope we’ll have a package about which they can say ‘we can use this to evaluate and value people better.’”

 

THE SIX LEADING PRINCIPLES OF RECOGNITION AND REWARDS AT TU/E

1: As well as excellence in education and research, academics will also be encouraged to develop core competences in line with their talents. These would be such skills as entrepreneurship, science communication and leadership.
2: Diverse and dynamic career paths driven by an academic’s core competences are to be encouraged.
3: When assessing academics, the focus will be on valuing quality over quantity.
4: The right balance between the individual and the collective (team) is to be achieved.
5: Open science as a way of sharing research within society is to be encouraged.
6: Academic leadership, with a focus on inclusivity, talent development and a safe work environment, is to be encouraged.

Frank Baaijens. Photo: Vincent van den Hoogen

The discussions with the IFCs are essential to the introduction of Recognition and Rewards, Baaijens is keen to stress. “These committees include people in the departments where the system is going to be used. This is why as far as possible we need to develop a shared vision and implementation with these committees. If you’ve got academics sitting on these advisory committees who only value the number of publications, you won’t get anywhere. If they too are convinced that this is the right path to take, we can work with them to take the steps towards implementation. Only then will change happen.”

It would be nice if we started having other kinds of discussion with our academics

Rector Frank Baaijens

An important point that Baaijens took away from the various sessions on Recognition and Rewards is this: more is involved here than the promotion of academics. “Not everyone can reach the same work grade, nor do they want to. It is very important that we recognize and value each person’s contribution. Together, we are and we make the university.”

This appreciation should also be voiced, as Baaijens has himself learned over the years. “In science there are a great many moments of appreciation: when a student graduates, a researcher gains their doctorate, a publication is accepted, when a grant is secured. Each and every one of these is a moment when external appreciation for your work comes your way. Personally, I am always busy thinking ahead, What’s next? Within my group at Biomedical Engineering it’s occasionally been said to me that it’s good to celebrate your success before you move on. And don’t forget to congratulate others. It doesn’t matter how much a person enjoys their work, if they are never appreciated, if only in the form of a compliment, eventually it starts to niggle.”

FROM OUR STRATEGY: RECOGNITION AND REWARDS

Research is by no means all that academics do. They teach, they supervise students and doctoral candidates, run a section, keep their department going, and share their learning with the public at large. But they are assessed primarily on their individual research output. With the new system of Recognition and Rewards, this will change. Teamwork will be encouraged, and more scope for diversity will be created with regard to ability, ambition and talent in the fields of education, leadership and impact. In our strategy, Recognition and Rewards falls under the theme of Talent.

Read more here about our Strategy 2030.