STRATEGIC OBJECTIVE 1:
CULTURE AND DEVELOP A HIGH-Rated Research Workforce.
The focus of Tishk International University (TIU) is research, which contributes to the institution’s identity and reputation. The capacity and productivity of the
academic and research support personnel heavily influence the university’s total research capacity and productivity. To satisfy future demands, TIU must continue to fund our researchers and expand our personnel.
| Strengths | Weakness | Opportunities | Threats |
|---|---|---|---|
| Possession of an agile research support system and good infrastructure ➢ the presence of a productive research center ➢ possession of research personnel or specialized labor ➢ ability to effectively fund the researchers. ➢ the capacity to assist the researchers. ➢ a comfortable setting for studies. ➢ providing the researchers with suitable incentives and inspiring them with praise. ➢ organizing workshops an |
➢ insufficient internal money to support open access publishing. less work done in teams. ➢ inadequate funding for the researchers from outside sources. ➢ inability to provide researchers with financing opportunities. ➢ being academic personnel who spend more time instructing. ➢ using the academic staff’s expertise in research activities to perform more teaching and management tasks ➢ Less Research Lab that is only used for research ➢ inadequate programs for advanced research-related skill development. ➢ the hiring and retention of academic professionals that are actively engaged in and committed to research ➢ staffing requirements, the academic workforce’s age distribution |
➢ a well-known institution in the area. ➢ To attract the best talent, encourage researchers with generous incentives and inspire them with gratitude. ➢ encouraging research workshops and training. ➢ collaboration with some of the organizations working on initiatives linked to research and sustainable development aims. ➢ Greater regional demand for quality educational institutions. Additionally, financing organizations are demanding more branded colleges. ➢ Making sure TIU is prepared to handle future difficulties to create a world-class research workforce during the following five years ➢ Overall, providing a globally competitive, top-tier research experience ensures that researchers will continue to choose that location for their careers in the future. |
➢ Conditions in the region’s politics and economy. ➢ strict of the rating organizations that limit research. ➢ policies ➢ other educational institutions are increasing. ➢ High attrition rates could be the result of the possibility of lucrative opportunities for researchers from rival companies. ➢ The advantage of the public universities in the area having a sizable teaching and research staff. (Total research work is used to determine rankings; average research is not.) |
Action 1:
ATTACH, KEEP, VALUE, AND COMPENSATE RESEARCH STAFF
1. To recruit academics who will complement and expand research priority areas, recruiting plans and present activity analyses should be used to ensure a focus on research capacity.
2. Make it a requirement for employment that anyone hired for a position that requires research has a PhD or a Research Development Plan.
3. Review the policies for the research semester and make sure they promote research productivity and return on investment analysis.
4. Make sure grant recipients are respected and given the support they need to fulfill the purpose of their awards.
5. Foster and support externally funded research fellows.
Action 2:
BUILD THE CAPACITY OF RESEARCH STAFF THROUGH FUNDING INITIATIVES THAT FOSTER RESEARCH EXCELLENCE, LEADERSHIP, AND COLLABORATION.
1. Create focused interventions and up-skilling workshops aimed at Early Career Researchers and academics with a Research Development Plan, such as grant writing classes and HDR (Higher Degree by Research) supervision training
sessions.
2. Increase the scope of the Researcher Development and Mentorship Scheme to give every scholar the chance to gain assistance and direction through mentoring.
3. Extend the Coaching TIU program, which promotes individual growth and learning through researcher coaching sessions.
4. To help staff optimize the effect of their research and interact with important stakeholders and end users, provide training and support.
Action 3:
MANAGE ACADEMIC WORKLOADS TO ENSURE TIME FOR RESEARCH IN STEP THREE.
1. Put procedures in place to protect designated research semesters from teaching and services connected to teaching.
2. To guarantee that the right research outcomes are pursued, each academic who has access to research will complete a personal research plan.
3. Enhance research planning and goal setting for academics as part of the Professional Development Review (PDR) procedure.
Action 4:
BUILD A CULTURE OF RESEARCH LEADERSHIP AND WORKFORCE CULTURE
1. Support the development of research leadership, including project, lab, and financial management.
2. Through initiatives like Research Week, faculty research lecture programs, and networking opportunities for professors and HDR students, the University should continue to cultivate a culture of research.
3. Support the growth of cross-industry cooperation and knowledge sharing.
4. Support interdisciplinary research by working with other faculties.