by Susan Harris-Huemmert, Julia Rathke, Anna Gerchen and Susi Poli
How well are HEIs being managed? Who are those in charge? Can we really be confident in their abilities? At a time in which the HE sector appears more complex and diverse, how sure can we be that those at the top are ‘professional’? How are they being prepared (or actively prepare themselves) for these positions, and if they get to the top, are they themselves making sure that staff members, too, are being ‘professionalised’? Especially in terms of new areas of employment within the HE sector, how are these staff members qualifying themselves? These seem pertinent questions and the ongoing lack of empirical work into HE governance reveals that there are considerable gaps in our knowledge. To address this, we bring together empirical data from ongoing research projects in the UK, Germany and Italy, which, from various angles and viewpoints, explore how professionalism within the HE sector is being developed to meet present and future needs and challenges.
A current German research project, financed by the German Ministry of Education and Research (BMBF) – KaWuM – is examining the career trajectories and qualification requirements of so-called higher education or science managers (www.kawum-online.de). Qualitative work has been undertaken to explore in depth the viewpoints and experiences of this particular group of staff, who work at the interface between research, teaching and administration (Whitchurch, 2010). A sample of 32 qualitative interviews has been drawn upon here from the project by Susan Harris-Huemmert and Julia Rathke, who examine the roles of German HE leaders from two vantage points. Firstly how do they prepare for and become more professional as institutional heads, and secondly: how do these leaders ensure that their academic or administrative staff members are also being professionally trained and developed? (Thoenig and Paradeise, 2016: 320). Interviews were conducted with both formal (presidents/rectors/chancellors/VPs) and informal leaders (science managers) and analysed in MaxQDa according to Kuckartz (2018). Findings suggest that formal HE leaders are encountering ever more complex management tasks, with little management training or ‘other’ work experience outside academia. They mainly learn by doing and often lack the time and/or motivation for professional training. It appears that formal HE leaders are seldom professionalised, although management tasks are their main responsibility. However, they are relying increasingly on professionalised science managers and their expertise, who can advance their professionalisation via personnel development.
In her work from within the BerBeo project, which also stems from the same BMBF funding thread as the above-named KaWuM project, Anna Gerchen is examining how the influence of New Public Management, academic reforms and increasing competition between universities have changed the demands on recruitment processes in German HE, in particular those regarding professorial appointments. Professorships in Germany are characterised by a particularly high degree of autonomy and prestige (Hamann, 2019). Almost all full professors are civil servants and hold tenured, safeguarded lifetime employment. This emphasises the importance of professorial personnel selection for which German universities use highly formalised procedures. To professionalise these procedures, Germany’s Council of Science and Humanities (Wissenschaftsrat) called for the creation of officers for professorial appointments to take responsibility for the “proper and smooth running of the procedure” (WR, 2005, p5). Following this recommendation and the subsequent legal revisions, many German universities have introduced officers for professorial appointment procedures – non-professorial staff members appointed specifically for quality assurance and decision-making support. These appointment managers – as shown on the basis of a quantitative survey (Gerchen, 2021) – are predominantly female, relatively young, highly educated and from the social sciences; in particular they show a background in administrative science or in law. Informing and advising the university management is reported by 94% of the respondents to be central to their work. This shows that the purpose of supporting the university management in appointment matters, as stated by the Council of Science and Humanities, actually represents the core function of this new position in practice.
In her research Susi Poli turns the lens towards Italy and a number of other countries to investigate the role of research managers (RMAs), as one of the most hybrid or blended groups that can be found in today’s HEIs among staff in professional services. She asks to what extent these managers are qualified for this specific role, even in relation to qualifications, training, and any sort of network provided by their professional associations. Is what they have, and do, enough? Or is there much more than that coming up in the RMAs’ community, even as creators of new discourses in today’s HE management? She draws on Barnett’s notion of supercomplexity, in which he suggests the re-creation of discourse on competences, qualifications, and professional frameworks (Barnett, 2008: 191). In this new age, research managers should be “pioneers or the creators of these new discourses” (Barnett, 2008: 206). Susi’s work includes an analysis of professional networks and supporting bodies in countries such as the UK, the Netherlands, Australia, New Zealand, Canada, Denmark, Germany, Finland, Norway, the US, Portugal, Japan, South Africa (Romano et al, 2021). She concludes that there is a growing awareness of the identity and purpose of research managers and that the literature is now paying more attention to this staff group.
In sum, it appears that there is a developing international trend towards greater professionalism within the HE sector, including the work of formal and informal leaders in various capacities. Networks reveal an increasing level of support, but it appears that professional development per se is still very much in the hands of the individual, and is not the result of any particularly well-structured system. This is a question the sector needs to ask itself, reflecting what Thoenig and Paradeise stated in 2016: “If knowledge gaps remain, this may be to the detriment of the strategic capacity of the whole institution”. Our question should therefore be whether we can afford to allow such knowledge gaps, or whether we as a sector can do more, to fill them.
Susan Harris-Huemmert is Professor of International Education Leadership and Management at Ludwigsburg University of Education. Following her doctoral research at the University of Oxford on the topic of evaluation practice in Germany, she has researched and published internationally on topics such as higher education systems and their governance, quality management and the management of campus infrastructure. Contact: firstname.lastname@example.org
Julia Rathke is research assistant at the German University of Administrative Sciences Speyer in the project “KaWuM – Career Paths and Qualification Requirements in Science and Higher Education Management” since August 2019. In January 2021 she took over charge of the joint coordination and management of the project team KaWuM Central Coordination and Interviews from Prof. Dr. Susan Harris-Huemmert. Contact: email@example.com; www.kawum-online.de
Anna Gerchen is a researcher at the German Centre for Higher Education Research and Science Studies (DZHW) in the research area ‘Governance in Higher Education and Science’. With a background in communication science, sociology and gender studies she currently works on the field of quality assurance and appointment procedures at universities. Contact: gerchen[at]dzhw.eu
Susi Poli is Professional Development Lead in the Education Division at Bologna University, after several years spent as research manager in Italy and abroad. She holds a MBA in HE Management and an EdD in HE from the Institute of Education and her research interests primarily cover research management, staff development, and women’s leadership in HE. Contact here: firstname.lastname@example.org
Barnett, R (2008) ‘Critical professionalism in an age of supercomplexity’ in B. Cunningham (ed) Exploring professionalism London: Bedford Way Press pp190-208.
Gerchen, A (in press) Berufungsmanager*innen an deutschen Universitäten. Profilmerkmale eines neuen Stellentypus. Hochschulmanagement 4(16)
Kuckartz, U. (2018) Qualitative Inhaltanalyse. Methoden, Praxis, Computerunterstützung.4th ed. Basel & Weinheim: BeltzJuventa