Abstract

A new colleague arriving to an established Research Support Office, eager to begin but with no sense of how to contribute.
A hybrid-working team member with little opportunity to meet in person, missing the connection with colleagues.
A seasoned RMA professional struggling to stay motivated under increasing work pressure.
A project manager enduring harassment from a PI while their supervisor looks the other way.

All research support professionals encounter challenges, stress, and/or pressure at some point in their careers—and for some it can become the daily norm. What resources are there for RMAs to manage these situations? How can we as an RMA community help each other to address these challenges in an open, professional, and sustainable way?

We would like to spark a discussion about peer support for research managers and administrators. Guided by our own experiences, we will propose fostering professional well-being within the RMA community using peer support initiatives, including intervision (peer support groups) and mentor/buddy programmes. We will highlight opportunities and several challenges in creating community spaces and mechanisms to foster RMA connection and communication.

The ultimate goal of this discussion is to identify the need for RMA support across the EARMA community, and brainstorm about different ways to build RMAs into resilient, healthy and open communities: where we make space for all members, where we contribute to each other’s professional development, and where we support each other through challenging experiences.

Peer support to address RMA needs

Peer support initiatives include a range of activities organised by people of similar circumstances. They create an environment where peers can tackle work-related issues and goals through supportive listening to, engaging with, and learning from each other. Peer support can help participants feel acceptance and empathy, empower them in their lived experiences, and reduce overall stress. Peers can improve professional effectiveness, gain insights, and learn new perspectives in a safe environment. Participants learn and improve the way they work with and support colleagues, benefiting not only the participants but also other colleagues with whom they work. This can contribute to a resilient RMA community of professionals.

Investment in the RMA community promotes a more knowledgable, more resilient, and more interconnected body of professionals. It promotes a sense of support and embedding in the community beyond their initial team or faculty.

Peer group sessions, networking, reflective meet-ups and fun activities can help develop and grow a resilient group of professionals, who can improve professional effectiveness, increase their knowledge base, allow for development of transferable skills, and gain insights into the new ways of dealing with colleagues and systems at work. In a safe setting, RMA colleagues can feel there is room to discuss challenges openly, to contribute actively to the community, and to learn and grow on both personal and professional levels.