Competence development for both scientific and administrative staff

Across these bodies, we have identified four psychological themes and one physical theme. Cross-functional working groups have now been established, across both employees and management, to develop concrete action plans. The four psychological themes are: 

• Leadership development 
• Inclusion of new employees 
• Inappropriate behaviour 
• Career development for scientific and administrative staff 

All themes are important, but career development is particularly close to my heart. For scientific staff, career paths have become clearer through the job structure, while pathways for administrative staff are often more varied. At the same time, we are a department with nearly 175 administrative employees, which calls for a stronger focus on making development opportunities visible for this group—not least through competence development. Competence development is not a luxury, but a prerequisite for the department to fulfil its core mission: to create and communicate high-quality research for the benefit of society. In a busy everyday setting, development can easily be left to the individual. That is a mistake. Without targeted and continuous competence development—for both scientific and administrative staff—we risk stagnating and being overtaken by our peers. 

For academic staff, the need is clear. Research and teaching are constantly evolving, and new methods, technologies, and communication demands are changing the conditions year by year. This applies to research leadership, interdisciplinary collaboration, and teaching formats, where digital and student-centred approaches place new demands. 

Similarly, administrative staff play a crucial role in ensuring that projects are managed correctly, that finances are in order, and that both students and researchers receive the necessary support. As requirements for documentation, digitalisation, and efficiency increase, so does the need for continuous upskilling. A strong administration is not merely a support function, but a strategic partner that contributes to core tasks and overall performance. 

It is precisely in the interaction between scientific and administrative staff that the department’s overall strength becomes evident. When both groups develop, collaboration is strengthened, mutual understanding improves, and the ability to find the best joint solutions increases. Therefore, competence development must not be random or dependent solely on individual initiative—it must be a shared and prioritised effort. Investment in competence development is ultimately an investment in quality. Not only in research and teaching, but in the entire ecosystem that enables our department to function. 

Finally, I would like to emphasise that the secretariat is here for all of us. Our task is to support and be visible across all locations. When you do not see us, you are always welcome to contact our functional mailboxes if any questions arise—and of course, you are also welcome to contact me directly. 

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