In the past year the School of Management & Governance has enjoyed significant growth. The year 2009 was characterised by the appointment of new and talented academics, who not only excel in their work, but are also passionate about education. Additionally, last year saw the renewal of our support staff, who were once again at full strength with the addition of three new department heads, a new Operational Management Director and a Faculty Secretary. The end of 2009 saw a plateau in the growth of the School which looks set to continue in 2010. This slight stagnation is the result of the current trend of restraint and rethinking, to which the School of Management & Governance is not immune.
In 2009, the School of Management and Governance was able to reap the benefits of the previous years' recruitment drive for professors and associate professors (UHDs). In 2009 eight new professors (including three female scientists), three special professors, and four associate professors (including two female scientists) were appointed. Procedures were initiated in 2009 for two new professors, with the expectation of appointments in early 2010.
The University of Twente aims to improve the opportunities for women's advancement by removing barriers to promotion. This issue has been a focus for many years through training and workshops for female staff members. In addition to the Mentor Network for young female academic personnel and the Female Faculty Club Twente, the Ambassadors Network has also been established. The Ambassadors Network has as its goal the advancement of talented women, but also the real stimulation of better chances for women through subsidies. These funds have already helped a diverse group of women from the School of Management & Governance to further their professional development.
The School of Management & Governance occupies a special position within the University of Twente with respect to the number of women in academic functions and higher support staff positions. At the end of 2009, the ranks of female associate professors and professors were 7.7 and 26.0 percent, respectively. Among higher support staff the percentage of women in full-time posts was 44.7% of the total.
The School of Management & Governance wants to scout, recruit and retain its talent. In 2009 work was begun on outlining a tenure track policy for the School . Tenure tracks are aimed at giving talented and excellent assistant professors an accelerated course to associate professor positions, and when and where appropriate, to professorships. Every new assistant professor has a temporary contract linked to a associate professorship appointment and a permanent position. This model requires strict conditions and criteria with respect to educational and research output, as well as management tasks in the area of knowledge valorisation. The School of Management and Governance's goal is to begin implementation of the new tenure track policy in mid-2010.
| Performance indicators School of Management and Governance | |||||
|---|---|---|---|---|---|
| Performance indicators | 2005 | 2006 | 2007 | 2008 | 2009 |
| Number of personnel SMG (number) | 330 | 319 | 328 | 321 | 361 |
| Number of personnel SMG (full-time equivalent) | 282.0 | 269.0 | 272.8 | 273.6 | 305.3 |
| Average age permanent (academic personnel -AP ) | 47.5 | 48.3 | 48.2 | 47.8 | 48.0 |
| Average age permanent (support personnel-SP) | 43.2 | 43.5 | 44.4 | 44.6 | 44.2 |
| Average term of permanent employment AP (years) | 12.4 | 13.1 | 13.4 | 12.8 | 12.0 |
| Average term of permanent employment SP (years) | 11.8 | 12.5 | 13.3 | 12.6 | 11.7 |
| Hirings (number) excl. internal hirings | 49 | 41 | 72 | 58 | 82 |
| Departures (number) excl. internal departures | 61 | 53 | 61 | 57 | 47 |
| Percentage sickness absence | 3.0 | 2.0 | 3.4 | 4.0 | 3.9 |
| Percentage ratios AP/SP | 76.0 | 76.0 | 74.4 | 73.2 | 75.6 |
| 24.0 | 24.0 | 25.6 | 26.8 | 24.4 | |
2008 was the year that the guidelines of the supervision of Ph.D. students were completed. The Guidelines take their lead from an advisory note issued by the Consultation Committee on Ph.D. student supervision that set out the goals of improving, monitoring and structuring the way in which Ph.D. students are supervised. The initial premise of the "SMG Guidelines for PhD. Student supervision" is that the guidance of Ph.D. students is the joint responsibility of the supervisor, the daily study coach and the doctoral student. The Group Chair's role includes the assessment of the initial report and ongoing planning of students' work, as well as involvement with, and stimulation of the doctoral student. The School, the relevant managing secretary, research information and HRM all play supporting roles. The Guidelines offer an oversight of the various milestones, a checklist for actors and action items and various outlines, such as the "Education and Guidance Plan".
As of January 1st, 2009, the "guidelines of the supervision of Ph.D. students were applied. In practice, the central core of the system is made up of an archive of important documentation, such as the Education and Guidance Plan, which is made for each doctoral student. In addition, periodic reminders are sent to the involved parties whenever a milestone is about to be reached and action is required (for example, the arrangement of a qualifier meeting for a particular doctoral student).
As respects the guidance of doctoral students there is a website especially designed for students. This site contains the Guidelines (as mentioned above) and other important information for Ph.D. students and their supervisors. The contact details of confidential advisors for graduate students are also listed on the site, as well as UT-wide course offerings for different areas of study (research schools).
In November 2009 the SMG and the Institute for Innovations and Governance Studies (IGS) organised a Ph.D. day. From the beginning, a group of enthusiastic Ph.D. students involved themselves in the organisation of the event. Various aspects of earning a Ph.D., such as publishing, were discussed with senior academics. Additionally, alumni from the business world, government and the academia also shared their experiences. During the lunch period, a poster carousel was arranged for the doctoral students to present their research. The large number of participants and the positive responses that were received underscored the importance of organising such an event.
In 2010 the Guideline system will continue in its current form.