Abstract

Major global challenges require a new kind of holistic support for researchers which puts great pressure for reorganizing traditional research support services. These needs converge with Faculties’ increasing demand for strategic research development. Tampere University, Finland, has approached this challenge by creating in 2020 a working profile that represents new kind of expertise in between academic and supporting staff (Whitchurch 2008).
In this 30 minutes’ oral presentation we will elaborate the benefits that our University has gained of our role of Research Specialists – the RMA professionals who work in the interface of researchers, Faculty management and other service functions. As a team of seven, each of us is positioned in one specific Faculty, covering all the Faculties. We assist the Vice-Deans for Research in strategic planning, and implement hands-on the research development actions, our specific work tasks varying according Faculty. We support researchers in collaboration with other services ie. Preaward, Postaward, Library, HR, Legal, Communication and Innovation Services. As generalists, we mediate between different services, also contributing to university level service development. Our role in a matrix structure enables our team to contribute to the University level strategic development and reinforce implementation of topical global issues, like responsible and open science and sustainable development
The main take-aways include following: The new role has improved communication between different services and implementation of strategic measures. Holistic support in Faculties is highly appreciated by both management and researchers and inspires colleagues nationally. The approach has proved to be a good solution. However, some identified challenges include personification of the positions, workload management and career development that require attention. In conclusion, our case demonstrates that there is a growing need for a more holistic approach to research support and development in the faculties instead of traditionally silo-structed services.