{"id":135559,"date":"2022-02-03T13:06:28","date_gmt":"2022-02-03T12:06:28","guid":{"rendered":"https:\/\/www.erasmusmagazine.nl\/en\/?p=135559"},"modified":"2025-12-19T11:26:06","modified_gmt":"2025-12-19T10:26:06","slug":"we-are-leaving-behind-the-culture-in-which-research-performance-is-decisive-for-your-career","status":"publish","type":"post","link":"https:\/\/www.erasmusmagazine.nl\/en\/2022\/02\/03\/we-are-leaving-behind-the-culture-in-which-research-performance-is-decisive-for-your-career\/","title":{"rendered":"\u2018We are leaving behind the culture in which research performance is decisive for your career\u2019"},"content":{"rendered":"

Victor Bekkers has not yet had enough of the dean’s office of the Erasmus School of Social and Behavioural Sciences (ESSB) and is looking forward to another four years in the job. His finest achievements so far: the integration of recognition and rewards in the personnel policy and four new multidisciplinary education and research directions. The number of students shot up, the tutor groups have expanded, and the faculty is still struggling with the greatly increased work pressure.<\/p>\n

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For Bekkers, the interview also means going back to the campus. Since 20 November he has not been in his office. Naturally, deans have also been asked to work from home, but for Bekkers the past weeks were especially stressful personally.<\/p>\n

First of all, how are you doing?<\/strong><\/p>\n

\u201cA few weeks ago my father died from corona. I then suffered a corona infection myself, so it was a very difficult period. But talking about the past four years, I feel it was really an interesting time. In particular, because of several challenges that the faculty faced.\u201d<\/p>

What were those challenges?<\/strong><\/p>\n

\u201cFormulating a strategy for the faculty was an important step. It was actually the first time that this was done at ESSB. We wanted to turn our gaze more outwards, while at the same time shaping the collaboration between all the different parties within the faculty.\u201d<\/p>

Important goals from the strategic plan 2019-2022 included the development of multidisciplinary research, new master programmes, improved personnel policy and investing in education. How far along is the faculty with achieving these goals?<\/strong><\/p>\n

\u201cThe strategy was actually a broad package. First, establishing four pillars for multidisciplinary education and research. For each of the four pillars we recruited new professors and together they have successfully created a number of research programmes and seven new master programmes.\u201d<\/p>\t

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The goals of the Meeting the future society<\/em> strategy 2019-2022:<\/p>\n