Career development

Related guidelines:

The heads of HEIs and non-HEI research institutions create the basic framework for research. They are responsible for ensuring adherence to and the promotion of good practice, and for appropriate career support for all researchers. The heads of research institutions guarantee the necessary conditions to enable researchers to comply with legal and ethical standards. The basic framework includes clear written policies and procedures for staff selection and development as well as for the support of early career researchers and equal opportunities.

The head of each HEI and non-HEI research institution is responsible for ensuring that an appropriate organisational structure is in place at the in- stitution. He or she makes certain that the tasks of leadership, supervision, quality assurance and conflict management are clearly allocated in accordance with the size of individual research work units and suitably communicated to members and employees.

With regard to staff selection and development, due consideration is given to gender equality and diversity. The relevant processes are transparent and avoid implicit bias as much as possible. Suitable supervisory structures and policies are established for early career researchers. Honest career advice, training opportunities and mentoring are offered to researchers and research support staff.

The head of a research work unit is responsible for the entire unit. Collabo- ration within the unit is designed such that the group as a whole can perform its tasks, the necessary cooperation and coordination can be achieved, and all members understand their roles, rights and duties. The leadership role includes ensuring adequate individual supervision of early career researchers, integrated in the overall institutional policy, as well as career development for researchers and research support staff. Suitable organisational measures are in place at the level of the individual unit and of the leadership of the institution to prevent the abuse of power and exploitation of dependent relationships.

The size and the organisation of the unit are designed to allow leadership tasks, particularly skills training, research support and supervisory duties, to be performed appropriately. The performance of leadership tasks is associated with a corresponding responsibility. Researchers and research support staff benefit from a balance of support and personal responsibility appropriate to their career level. They are given adequate status with corresponding rights of participation. Through gradually increasing autonomy, they are empowered to shape their career.

Career development support measures are provided for researchers as appropriate: they are integrated in the academic community at an early stage and receive support in the targeted creation of networks. They can also gain teaching experience, especially if they wish to pursue an academic career.

Postdocs who want to pursue a career in academic research acquire the subject-specific prerequisites for an appointment within a set period of time by being involved in research on site and gaining international research experience at partner institutions. They are also supported in the acquisition of personal and methodological skills. Leadership and management tasks likewise give them the opportunity to acquire the relevant skills that are vital to a career in research (and a non-academic career, too).

On this topic see also

DFG – Principles of Effective Career Support in Academia(externer Link)

Career development

Organisational responsibility of heads of research institutions

Responsibility of the heads of research work units

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Career development

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