Competing globally for the best research staff Edwina Cornish Deputy Vice-Chancellor (Research)

2 Why is our research performance important? Global “market” for students International rankings Increased competition from private providers Future viability of Go8 universities will depend on the international standing of our research

3 Global demand for academics (courtesy University of Adelaide) Hugo (2002) estimates 230,000 new academic staff need to be recruited in Australia, NZ, Canada, USA, UK in the next decade In the UK, an additional 19,000 academics are required over for replacement purposes A further 17,000 required to realise UK government plan to encourage 50% of potential students to enter university

4 Australian universities: age distribution 2003 (courtesy University of Adelaide)

5 Median age of Go8 academic staff (2000) (courtesy University of Adelaide)

6 Lack of academic jobs in recent times has seen many graduates leave the university system Many high quality graduates move to other countries as a result of Increased globalisation of knowledge and labour Growing international competition for top graduates and staff Trends

7 Competitive advantages Lifestyle considerations: –Western democracy –English speaking –Relatively unspoilt environment –Low population Australian research generally “punches well above its weight”

8 Geography: –Distance from EU and USA is less of an impediment to research –Proximity to Asia is an advantage Many Australians like to come home Competitive advantages

9 Constraints Can’t offer the same level of salaries and infrastructure support as US universities We do not have the same level of endowments = discretionary spending power

10 The challenges An ageing academic population A high-quality, English speaking academic workforce attractive to other English-speaking nations with deep pockets

11 Strategies must address the whole pipeline HDR students Early career researchers Research leaders

12 Widen our HDR recruitment net – not just domestically but also internationally –More scholarships to attract the top students –Provide high quality supervision –Better infrastructure: >Physical (labs, equipment, space, IT) >Non-physical (support policies, environment) HDR students

13 HDR students There has been some growth in HDR enrolments over last triennium in Go8 but not sufficient to replace the academic baby- boomer bulge

14 HDR enrolments, Go8,

15 HDR students Our ability to recruit HDR students is limited by funded places allocated by DEST AVCC suggests –increase of 1000 additional places by 2008 –Increased funding per research student by 7.5% by 2007 –Increased number of APAs and IPRSs Will AVCC approach result in sufficient in sufficient flow of qualified, high quality researchers into the Australian university system in years time?

16 Development of the range of skills ECRs will need to be top performers –Academic mentoring –Exposure to national/international peers through collaborations and conferences –Leadership development –Management training Early Career Researchers

17 Attraction & retention of the best researchers Influences: –Colleagues –Infrastructure –Time for research –Career path opportunities –Support for national/international collaborations –Personal rewards –Excitement about the future

18 HR strategies/policies Recruitment Career development/mentoring Leadership training Performance management –Clear research performance expectations –Rewards for excellence Workload management

19 Policies and practices Are we clear about research performance expectations? –Is performance adequately rewarded as part of annual review Are our policies too cautious and/or Inflexible? Do HR policies support achievement of our research objectives Are we too democratic?

20 In conclusion… Excellent HR management is the key to excellent research performance HR management should be central to any research and research training management plan