In our work as lecturers, teachers, researchers, coaches or managers in a university of applied sciences, we do feel that the amount and variety of societal challenges on higher vocational education (HVE) is growing. Institutions in HE are in a process of transforming from traditional ‘either or’ research or education institutions into more complex hybrid knowledge institutions. Nowadays, universities of applied sciences (as institutions for HVE) in The Netherlands have three main objectives: providing education, conducting practice-oriented research to add to the professional knowledge base, and contributing to innovation in the professional fields of work. Education, research and innovation form the three pillars in the strategy of Dutch Universities of Applied Sciences (Educational Council of The Netherlands, 2015). These changing societal demands form an impetus for educational reform and innovation at both organizational and individual employee levels (Cummings & Shin, 2014). Changes in context and roles lead to questions: As a teacher/lecturer/researcher, how do I relate to the different stakeholders? What is the real meaning of being a ‘good’ lecturer or researcher in creating added values, and for whom? Some propose that the new challenges concern everybody and thus should be everyone’s job. But when everything becomes everyone’s job, how can we really realize the required added values? Others promote a more differentiated approach of accurately fitting talents and tasks to create the flow and employee satisfaction that is needed to realize the desired outcomes. But then how do we work together and cooperate with such an individualistic approach? These opposing positions in the discourse concern the question of how to define the ‘professional me’ amongst the ‘we’. In other words, the challenge is how we define and navigate our professional identities within the context of a dynamic multiple-identity organization with increasing pressures for professional diversity (Foreman & Whetten, 2002; Aangenendt, 2015).
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With this “invitation for action”, the Diversity, Inclusion & Gender Equality (DIGE) Working Group of the AEC - Empowering Artists as Makers in Society project (hereafter, ARTEMIS) welcomes all the AEC member institutions to explore, discuss and implement practices fostering Diversity, Equity and Inclusion (DEI) in Higher Music Education (HME). We invite our colleagues to collectively dream up possible futures for HME through DEI work, which responds to the need to accommodate the plurality of backgrounds, artistic paradigms, access capabilities, identities and aspirations amongst current as well as future students and staff. Through this publication we wish to encourage the AEC memberinstitutions to grasp this simultaneously evident and complex task and to explore what diversity, equity and inclusion could mean if musicians are seen as “makers in, for and of society” (Gaunt et al. 2021). For us as a Working Group, this proactive view has been central to our work from the beginning, as we asked ourselves whether HME institutions find themselves predominantly adapting (or not) to inevitable local and global changes and pressures, and whether the HMEinstitutions could see themselves as part of a network of change makers in society. Focusing on the latter, we see DEI work as being directly connected to the core artistic practices of the institutions. As reflections from many of our colleagues in various AEC member institutions illustrate, the commitment to DEI work nurtures artistic imagination, widens pedagogical approaches, and expands the scope of professional practice.
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As societies age, the development of resources and strategies that foster healthy ageing from the beginning of life become increasingly important. Social and healthcare professionals are key agents in this process; therefore, their training needs to be in agreement with societal needs. We performed a scoping review on professional competences for social and health workers to adequately promote healthy ageing throughout life, using the framework described by Arksey and O’Malley and the Joanna Briggs Institute Guidelines. A stakeholder consultation was held in each of the participating countries, in which 79 experts took part. Results show that current literature has been excessively focused on the older age and that more attention on how to work with younger population groups is needed. Likewise, not all disciplines have equally reflected on their role before this challenge and interprofessional approaches, despite showing promise, have not been sufficiently described. Based on our results, health and social professionals working to promote healthy ageing across the lifespan will need sound competences regarding person-centred communication, professional communication, technology applications, physiological and pathophysiological aspects of ageing, social and environmental aspects, cultural diversity, programs and policies, ethics, general and basic skills, context and self-management-related skills, health promotion and disease prevention skills, educational and research skills, leadership skills, technological skills and clinical reasoning. Further research should contribute to establishing which competences are more relevant to each discipline and at what level they should be taught, as well as how they can be best implemented to effectively transform health and social care systems.
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Understanding the decision-making process of a boardroom is one of the most fascinating parts of organizational research. We are all interested in power games, team dynamics and how the external environment could influence the decision of directors. One of the important buzzwords of today is “good governance” and many boards face a lot of societal pressure to implement best practices of governance. It goes beyond regulatory requirements and boards need to take a different perspective on integrating governance codes and best practices in their organizations. In this study, we focused on the role of individual directors in developing organizational responses to that pressure. More specifically, we looked at how directors’ own cognitive frames of governance influence the way boards choose best practices.
MULTIFILE
Balancing processes of external contingency and internal P-O fit is amongst the challenges facing innovative HE institutions today. This multi-level case study presents findings from a research & development program targeted to investigate and improve organisational-, leadership- and employees’ capacities to design, select and develop the human capital necessary to meet the strategic demands. The R&D project is framed as a collective organisational learning strategy with continuous alternation of research, design, pilots and implementation activities. Work in progress till 2020. At present 25 strategic personnel plans are developed for degree programs and other organizational units, each of which is tailored to the strategic horizon and market of that specific organisational entity. Furthermore, instrumentation to run a strategic personnel planning process for knowledge institutions is developed transferable to other institutions. Finally, input is provided for the development of strategic HRM for career development & mobility, professionalisation, team development and resourcing strategy. https://www.hec2019.nl/108493/wiki/449361/programme-abstracts
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Background: Globalisation trends such as increased migration to andwithin European countries have led to even greater cultural diversityin European societies. Cultural diversity increases the demand ofcultural competency amongst professionals entering their workfield. In particular, healthcare professionals need knowledge and skillsto equip them to work with clients from different cultural backgrounds.Within higher education (HE), the professional developmentof cultural competency should ideally feature in undergraduate educationand is often promoted as a by-product of a study abroadperiod. However, recognising that logistical and financial barriersoften exist for extended study abroad, one alternative approachcould be participation, at home or abroad, in a short-term internationalprogramme set within students’ own HE institutions.Purpose: The aim of this study was to explore HE students’ experiencesof participating in international ‘short-term mobility week’programmes at three European universities.Methods: Each university involved in the research offered short termprogrammes for healthcare professions students at their owninstitution, where both local students and students from abroadcould participate. Participants were healthcare students in theprogramme at one of the three universities. Data were collectedthrough focus group interviews (4–8 students per group; n = 25).The data were transcribed and then analysed qualitatively, usinga content comparison method.Results: The analysis identified six categories, which reflectedstudents’ journeys within the short-term international experiences.Conclusions: The analysis suggested that, for these students,engagement in a short-term mobility week programme providedvaluable opportunities for encounters with others, which contributedto personal and professional development, greater confidencein the students’ own professional identities, as well as anincreasing sense of cultural awareness.
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The purpose of this study was to develop and evaluate an interprofessional identity measurement instrument based on Extended Professional Identity Theory (EPIT). The latter states that interprofessional identity is a social identity superordinate to a professional identity consisting of three interrelated interprofessional identity characteristics: belonging, commitment and beliefs. Scale development was based on five stages: 1) construct clarification, 2) item pool generation, 3) review of initial item pool, 4) shortening scale length (EFA to determine top four highest factor loadings per subscale; 97 dental and dental hygiene students), and 5) cross-validation and construct validity confirmation (CFA; 152 students and 48 teachers from six curricula). Explained variance of the EPIS was 65%. Internal consistency of the subscales was 0.79, 0.81 and 0.80 respectively and 0.89 of the overall scale. CFA confirmed three-dimensionality as theorized by EPIT. Several goodness-of-fit indexes showed positive results: CFI = 0.968 > 0.90, RMSEA = 0.039 < 0.05, and SRMR = 0.056 ≤ 0.08. The factor loadings of the CFA ranged from 0.58 to 0.80 and factors were interrelated. The Extended Professional Identity Scale (EPIS) is a 12-item measurement instrument with high explained variance, high internal consistency and high construct validity with strong evidence for three-dimensionality.
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Due to fast and unpredictable developments, professional education is challenged with being responsive, which demands a rethinking of conventional curriculum development approaches. Yet, literature on curriculum development falls short in terms of recognising how to react rapidly and adequately to these new developments. This study focuses on curriculum development initiatives at the school level in a Dutch university of applied sciences. Open interviews were held with 29 curriculum developers to explore how they define and give substance to developing curricula for new, changing or unpredictable professions. These 29 participants were involved in seven curriculum development trajectories. Four themes were detected: (1) curriculum developers are in favour of open, flexible and authentic curricula; (2) the context in which the curriculum development takes place and the different roles and responsibilities of curriculum developers are challenging; (3) curriculum developers feel insufficiently equipped to carry out their tasks; and (4) involving stakeholders is necessary but results in a “viscous” social–political process. Responsive curriculum development requires a great deal of flexibility and adaptability from curriculum developers. Yet, in our study, “institutional concrete” is found to severely hinder responsive curriculum development processes. To be responsive, such processes need to be supported and institutional barriers need to be removed.
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The higher education sector has become increasingly aware of how the increasing diversity in society affects their institutions. The student population has become more diverse and future employers increasingly require trained students who are able to meet the demands of dealing with a more diverse market/clientele. In this regard, education institutions need to align their strategic approach to diversity within their organization. The purpose of this paper is to examine strategical reasons to diversify in different education teams in relation to two different diversity practices: attraction and selection of culturally diverse lecturers and utilization of cultural differences in team interaction.
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