FST JOURNAL

The speakers joined a panel after the formal presentations to address questions from the audience. Topics included: Government involvement; timeframes; training; accountability; leadership.

Government focus tends to be driven by the four-year election cycle so there will always be limitations on its impact in areas that have a longer-term horizon. There is plenty of activity taking place without such support. However, much of this does cost money, often money upfront, with the benefits not being realised till much later. So Government support will be needed to make some of the big changes. On the other hand, there are some independent organisations, such as the Wellcome Trust, that are investing significant sums of money here.

There are some pockets of cultures that seem quite resistant to change. Even after implementing anti-harassment and unconscious bias training, some people with ingrained behaviours can act as a disincentive to new people to join. Perhaps external funders can exercise some influence over internal behaviours of organisations, requiring certain standards from organisations they are supporting.

We are operating in a very tight labour market at the moment, there is a scarcity of talent. If organisations do not treat staff well, eventually they will walk. So the real challenge is to find ways to systematise better practice, making this accepted – and expected – behaviour. It is not just about the training.

Sometimes bright, young scientists just feel they do not belong. Statistics indicate that the higher up a person goes in these professions, the greater the problem. Yet, if people can see on news reports and in commercial publications, professionals from different backgrounds, they are more likely to feel that they can do that as well.

People early in their careers often depend on  an older professor, often a white male. 

There is an issue about a power balance: very often people early in their careers depend on the support of an older professor – often white and male.

People need to be held accountable for not meeting expectations of behaviour or values. This is where many organisations fall down, because the consequences of not following through on the training are just not there.

People who are in senior research positions at the moment have not been promoted based on qualities like inclusive leadership or management skills. By and large, career progression is based on an individual’s academic record, on the ability to do great research. So it does not include the kind of additional attributes like people skills, sponsorship, mentoring aspects. However, we are starting to see some of that change.