The 2026 Culture Barometer shows that job satisfaction and a sense of recognition have increased amongst UM staff

Verbeek is pleased with the rector’s involvement. “It is certainly important to keep communicating about the programme. Personally, I try to enthuse and inspire the (vice)deans of the faculties that form part of the R&R steering group. For example, by sharing what is happening nationally in this area. I also encourage them to take on a pioneering role. They need to share the topics we discuss within the steering group with their own faculties. This ensures that R&R receives ongoing attention. This is currently being done, amongst other things, through town hall meetings, where academic departments share good examples with one another. As far as I’m concerned, there should be even more focus in the coming period on how we, together with the entire UM community, can shape R&R in practice.”

In recent years, much has already been achieved in the area of recognition and rewarding. Verbeek: “Around 80 per cent of all managers – including support staff – have completed a three-day R&R training course. In addition, the Leadership Academy has been established to promote the development of leadership skills. All faculties have also started developing career paths that fit within their own context. They have drawn up processes, procedures and policies for this. Furthermore, FHML, for example, has set up the Development Board, which offers academics the opportunity to reflect on their development together with colleagues and people from outside their department or unit. A large proportion of all departments within FHML now have implemented the Development Board. FASoS, FPN and LAW are currently working on a similar tool.”

Although the R&R programme is well known to the majority of the UM community, the Culture Barometer shows that assistant, associate and full professors do not yet notice much of it in their day-to-day work. “That is because a cultural change is required for this,” says Smits. “For a long time, the focus within the academic world was on research. Until recently, academics who had spent three years on administrative duties were told it was time to get back to doing research. Because that was the only way to take the next step in their careers. That administrative experience didn’t count towards their career progression. Through the R&R programme, we are now also focusing on the recognition and rewarding of achievements in the fields of teaching, societal impact and leadership. It is no longer just about conducting research. R&R is therefore not a nice to have, but essential for attracting and retaining talent, both as an educational institution and as an employer.”

Of course, such a cultural shift does not happen overnight. It takes time and energy. That is why UM will continue to invest in leadership, the diversification of career paths and the balance between the individual and the UM community (‘team science’) in the coming years. What does this look like in practice? Verbeek: “Leadership is indispensable for the further implementation of R&R within UM. Assistant, associate and full professors must take the lead themselves and indicate the direction in which they wish to develop. This is not just about their own ambitions, but also about what the team needs. How can their development contribute to the team, and how can the team contribute to their development? Managers must provide the scope for this. We need input from the entire academic community to shape and recognise the various career paths.”

So far, the R&R programme has focused solely on assistant, associate and full professors. PhD students and postdocs have been left out of the equation. The reason for this is simple. Smits: “You have to start somewhere. Moreover, discussions with PhD students have shown that most of them are primarily focused on writing their theses and do not feel the need to diversify their tasks.” Verbeek: “As chair of the R&R committee, I would certainly like to do more for this group. But all in good time.”

In the coming years, it is important that the Executive Board and the faculty boards keep the R&R programme on the agenda. That is why the guiding principles of the R&R programme must be incorporated into the new strategic programme, which UM is currently working on. Verbeek: “Every faculty has a responsibility to put R&R into practice within its own walls. A number of faculties have therefore launched pilot projects this year to identify the quality indicators for societal impact and education. We will continue with this next year. We really need the UM community to provide input on this. It is therefore very encouraging that the Culture Barometer shows that a large proportion of our academic staff recognise the importance of R&R. This has given us a solid foundation to build on.”