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Research Culture

Concordat Guidance

The revised ‘Concordat to support the career development of researchers’ (2019) sets out principles for good working conditions for researchers.

Warwick first signed up to the Concordat 2012, and in November 2020 the University Executive Board agreed that the University should become a signatory of the revised Concordat.

Warwick is also signed up to the Technician Commitment, opens in a new windowLink opens in a new window a sector-wide initiative led by the Science Council and the Gatsby Foundation, aimed at addressing key challenges facing technical staff.

The Concordat contains the three principles of ‘Environment and culture’, ‘Employment’ and ‘Professional and career development’ - with responsibilities for institutions, managers of researchers and researchers in each:

Principle 1 - Environment and culture

  1. Ensure that all relevant staff are aware of the Concordat.
  2. Ensure that institutional policies and practices relevant to researchers are inclusive, equitable and transparent, and are well-communicated to researchers and their managers.
  3. Promote good mental health and wellbeing through, for example, the effective management of workloads and people, and effective policies and practice for tackling discrimination, bullying and harassment, including providing appropriate support for those reporting issues.
  4. Ensure that managers of researchers are effectively trained in relation to equality, diversity and inclusion, wellbeing and mental health.
  5. Ensure researchers and their managers are aware of, and act in accordance with, the highest standards of research integrity.
  6. Regularly review and report on the quality of the research environment and culture, including seeking feedback from researchers, and use the outcomes to improve institutional practices.
  1. Undertake relevant training and development opportunities related to equality, diversity and inclusion, and put this into practice in their work.
  2. Ensure that they and their researchers act in accordance with the highest standards of research integrity and professional conduct.
  3. Promote a healthy working environment that supports researchers’ wellbeing and mental health, including reporting and addressing incidents of discrimination, bullying and harassment, and poor research integrity.
  4. Consider fully, in accordance with statutory rights and institutional policies, flexible working requests and other appropriate arrangements to support researchers.
  5. Engage with opportunities to contribute to policy development aimed at creating a more positive research environment and culture within their institution
  1. Actively contribute to the development and maintenance of a supportive, fair and inclusive research culture and be a supportive colleague, particularly to newer researchers and students.
  2. Ensure they act in accordance with employer and funder policies related to research integrity, and equality, diversity and inclusion.
  3. Take positive action towards maintaining their wellbeing and mental health.
  4. Use available mechanisms to report staff who fail to meet the expected standards of behaviour, particularly in relation to discrimination, harassment, bullying, and research misconduct.
  5. Consider opportunities to contribute to policy development aimed at creating a more positive research environment and culture within their institution.

Principle 2 – Employment

  1. Ensure open, transparent and merit-based recruitment, which attracts excellent researchers, using fair and inclusive selection and appointment practices.
  2. Provide an effective induction, ensuring that researchers are integrated into the community and are aware of policies and practices relevant to their position.
  3. Provide clear and transparent merit-based recognition, reward and promotion pathways that recognise the full range of researchers’ contributions, and the diversity of personal circumstances.
  4. Provide effective line and project management training opportunities for managers of researchers, heads of department and equivalent.
  5. Ensure that excellent people management is championed throughout the organisation and embedded in institutional culture, through annual appraisals, transparent promotion criteria, and workload allocation.
  6. Seek to improve job security for researchers, for example through more effective redeployment processes and greater use of open-ended contracts, and report on progress.
  7. Consider researchers and their managers as key stakeholders within the institution and provide them with formal opportunities to engage with relevant organisational policy and decision-making.
  1. Undertake relevant training and development opportunities so that they can manage researchers effectively and fulfil their duty of care.
  2. Familiarise themselves, and work in accordance with, relevant employment legislation and codes of practice, institutional policies, and the terms and conditions of grant funding.
  3. Commit to, and evidence, the inclusive, equitable and transparent recruitment, promotion, and reward of researchers.
  4. Actively engage in regular constructive performance management with their researchers.
  5. Engage with opportunities to contribute to relevant policy development within their institution.
  1. Ensure that they work in accordance with, institutional policies, procedures and employment legislation, as well as the requirements of their funder.
  2. Understand their reporting obligations and responsibilities.
  3. Positively engage with performance management discussions and reviews with their managers.
  4. Recognise and act on their role as key stakeholders within their institution and the wider academic community.

Principle 3 - Professional and career development

  1. Provide opportunities, structured support, encouragement and time for researchers to engage in a minimum of 10 days professional development pro rata per year, recognising that researchers will pursue careers across a wide range of employment sectors.
  2. Provide training, structured support, and time for managers to engage in meaningful career development reviews with their researchers.
  3. Ensure that researchers have access to professional advice on career management, across a breadth of careers.
  4. Provide researchers with opportunities, and time, to develop their research identity and broader leadership skills.
  5. Recognise that moving between, and working across, employment sectors can bring benefits to research and researchers, and support opportunities for researchers to experience this.
  6. Monitor, and report on, the engagement of researchers and their managers with professional development activities, and researcher career development reviews.
  1. Engage in regular career development discussions with their researchers, including holding a career development review at least annually.
  2. Support researchers in exploring and preparing for a diversity of careers, for example, through the use of mentors and careers professionals, training, and secondments.
  3. Allocate a minimum of 10 days pro rata, per year, for their researchers to engage with professional development, supporting researchers to balance the delivery of their research and their own professional development.
  4. Identify opportunities, and allow time (in addition to the 10 days professional development allowance), for their researchers to develop their research identity and broader leadership skills, and provide appropriate credit and recognition for their endeavours.
  5. Engage in leadership and management training to enhance their personal effectiveness, and to promote a positive attitude to professional development.
  1. Take ownership of their career, identifying opportunities to work towards career goals, including engaging in a minimum of 10 days professional development pro-rata per year.
  2. Explore and prepare for a range of employment options across different sectors, such as by making use of mentors, careers professionals, training and secondments.
  3. Maintain an up-to-date professional career development plan and build a portfolio of evidence demonstrating their experience that can be used to support job applications.
  4. Positively engage in career development reviews with their managers.
  5. Seek out, and engage with, opportunities to develop their research identity and broader leadership skills.
  6. Consider opportunities to develop their awareness and experience of the wider research system through, for example, knowledge exchange, policy development, public engagement and commercialisation.

The Royal Society's offices are closed as of Wednesday 18 March. All staff are working remotely and are contactable via email and telephone channels. All funding programmes and calls currently remain open for applications in line with advertised dates. The Royal Society will endeavour not to make any changes to application deadlines, interview dates or decision dates. Please visit the Royal Society website for further information and guidance.

Update in relation to Newton International Fellowship Deadline:

On 24 March, the following statement was issued by the Royal Society:

"We understand that with organisations closed and new working from home arrangements, applicants may not be able to meet the current deadlines for our Newton International Fellowship call (deadline Thursday 26 March). We will therefore be extending the deadline for Newton International Fellowships as follows:

Newton International Fellowship extended deadline: Wednesday 8 April 3pm (BST).

If you have any queries regarding submitting a grant application to this call, please contact info@newtonfellowships.org.

For further information about the Society's response to the Coronavirus pandemic with regards to grants programmes, please visit their regularly updated information page."

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