Åsa Borin: Recruitment shapes the future – a strategic core task

Work to formulate Stockholm University’s new strategies is now underway, as the current strategies are effective through 2026. During the autumn’s head of department meetings, the strategies were the topic of the group discussions among both the heads of department and department heads within the administration in attendance. Work will continue throughout the year, and the University Board is expected to make a decision on the new strategies in the autumn.

When formulating strategies, we need to remind ourselves of what actually makes the university strong. The current strategy includes the goal: “A well-functioning organisation with strong academic environments that conducts strategic recruitment and skills supply work.” This is a goal that deserves to be highlighted. We should be proud of our open and transparent processes – they are a cornerstone of the academic system. And, as the strategy states, our employees’ skills and expertise are our most important resource.

Last autumn, The Association of Swedish Higher Education Institutions (SUHF) General Assembly adopted a joint framework for future assessments of qualifications in the recruitment and promotion of teachers and researchers. The aim is to provide higher education institutions with a common foundation for continued development towards a more diverse tenure track system. Stockholm University was an early member of the Coalition for Advancing Research Assessment (CoARA). This is a clear message that we consider the development of academic assessment processes to be an important issue.

The strategies emphasise that the appointment of teachers is the single most important decision for creating strong academic environments and that the faculties' recruitment processes are to be internationally adapted and lead to the strongest possible recruitments. This perspective needs to encompass the entire university. Support services also depend on high-quality recruitment, even if the processes are not internationally oriented.

I often emphasise that one of the most crucial tasks of a manager is to be a cultural ambassador: to clearly communicate the culture that is meant to characterise the organisation. This is just as important in recruitment. A successful process is not only about qualifications and skills, but also about giving prospective employees a clear picture of the culture they will be part of.

Recruitment takes time and must be given the time it needs. It is an investment in quality. But that does not mean that the processes should be slower than necessary. On the contrary, careful planning and early preparation are required. A well-thought-out schedule, including reserving time in calendars as early as the announcement stage, makes the process both more efficient and more predictable. Shortcuts, on the other hand, tend to be just that – shortcuts that lead one astray.

This text is written by Åsa Borin, University Director. It appears in the section ”Words from the University’s senior management team”, where the management team take turns to write about topical issues. The section appears in every edition of News for staff.