By Professor Marcus Munafò
Marcus is Associate Pro Vice-Chancellor of Research Culture at the University of Bristol. He leads on research culture activity across the university, providing direction and vision, working across the institutional landscape, and identifying key challenges and opportunities. He is also institutional lead for the UK Reproducibility Network.
Two major themes in our research culture vision and strategy are to empower staff and students through effective leadership and management at all levels, and to provide a range of stable career opportunities for those involved in research. Linked to both of these themes are new recommendations on continuing professional development (CPD) link to both of these, developed by a Task and Finish Group reporting to Research Culture Committee, and approved by University Research Committee.
The Concordat to Support the Career Development of Researchers – to which the University of Bristol – requires us to “[p]rovide opportunities, structured support, encouragement and time for researchers to engage in a minimum of 10 days of professional development pro rata per year, recognising that researchers will pursue careers across a wide range of employment sectors”. In fact, the University has gone beyond this and extends this commitment (or the equivalent of 70 hours) to all academic staff at Grade I and above, and all staff at Grade J and above.
CPD refers to the ongoing development of technical and transferable skills throughout ones career. Although early career researchers are often the focus of CPD in academia, in principle it should apply across one’s career, and extent to those in technical and professional roles. Indeed, many colleagues in professional services have CPD requirements linked to their professional registration (e.g., in relation to qualifications in accountancy and the like).
CPD can take many forms: ‘experiential learning’ on the job, supported through effective development conversations, ‘social learning’ through supportive relationships such as mentoring and peer networks, and ‘formal learning’ through specific workshops and training. In particular, identifying an individual’s training needs is a key function of line management, and CPD discussions should begin with line managers, with both line managers and direct reports responsible for ensuring these conversations take place.
The recommendations highlight the responsibility of the University to support CPD. To support this, the People Development Team will be liaising with Faculties, Schools, Divisions and Institutes to determine what mechanisms are currently in place for this (e.g., to record CPD activity among staff), in order to identify what further support may be needed, and to share good practice across the University. Finance teams will ensure that PIs consider CPD and training costs wherever grant terms allow this.
At the same time, senior management teams within Faculties, Schools, Divisions and Institutes will need to ensure that the importance of conversations around CPD is understood by line managers at all levels, and embedded into regular conversations and annual reviews. The University People Development team will be considering the inclusion of these recommendations as part of the wider university academic line management project.
These recommendations do not change existing University policy. Rather, they are intended to ensure that mechanisms are in place to support researchers, technicians and research professionals in developing their skills – both technical and transferable – throughout their careers. The goal is to achieve equity of experience across the University, so that the support available to you is broadly the same regardless of your Faculty, School, Division or Institute.
Ultimately, however, CPD is the responsibility of individuals (first and foremost) and their line managers. Appropriate support, and effective line management, provides the necessary conditions, but the onus should be on all of us to continue our own professional development. Of course, this isn’t always easy, with competing demands and workload challenges. Hopefully, these recommendations are a step in the right direction, and will help conversations to take place about how to protect time for CPD.