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Matrix of recruitment and promotion criteria for scientific positions on faculty level

Submitted by: Eva Sophia Myers, leader of SDU’s Gender Equality Team

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Matrix of recruitment and promotion criteria for scientific positions on faculty level

After many years of ongoing discussion and debate, a new dean succeeded in pulling together a common matrix for recruitment and promotion criteria for scientific positions. This was then qualified by the departments and academic council, and the Gender Equality Team (GET) was also asked to comment. After the detailed hearing process, the dean, the chair of the academic council and the GET-representative carefully rewrote the matrix word by word, including novel items such as academic citizenship. The matrix also provides examples and possible indicators. The final result was ratified by the faculty management. The matrix is now published on the faculty webpage and is being used in connection with job openings, announcement texts, assessment committee briefing, formal and informal counseling on career options and regular performance reviews. 

The matrix can be found here.
 

COMPASS PERSPECTIVE – in what way(s) was the measure C O M P A S S?

C - for bringing the Gender Equality Team on board with the formulation and in the holistic integration of GE-perspectives in the formation of the matrix, which also makes a point in terms of rendering the often invisible academic household tasks visible and thus making it possible to recognize and value different kinds of contributions in addition to research, publication and teaching. 

O - for the open and inclusive process of defining the matrix, engaging a wide segment of the academic and administrative community. And also for the transparency provided by the matrix for candidates.

P - for the focus on practicable aspects as well as the integration into other recruitment and promotion practices and procedures.

A - for the careful handling of how managers can make use of it, and in turn how managers can be held accountable for decisions.

ACTORS AND STAKEHOLDERS

The matrix is useful for managers and counselors, as well as for candidates who seek employment or promotion. 
It is also a potential game-changer in offering a common ground for broader discussions of excellence and the value of contributions to the wider community.

AUTHOR’S REFLECTIONS

What would you do the same/differently another time?
What have you learnt? Do you see relevance for this in other contexts?

This kind of matrix is hard to define and promote in ways that are inclusive, strategic and still useful. On a practical level. I think the approach in this instance along with the form and application of the matrix itself have been singularly successful, and I consider this very much a product of a well-tempered balance between an ambitious and visionary dean with a clear purpose on the one hand and an inclusive and careful process of involved discussions and qualification in relevant collegiate bodies on the other.