Strategy

The overall mission of the Early Career Researcher Institute (ECRI) is to attract, develop, empower and advocate for the next generation of outstanding Science, Technology, Engineering, Medicine, and Business (STEMB) research talent.  

Established in October 2024, ECRI brought together the former Graduate School and Postdoc and Fellows Development Centre forming a single institute for the support of all early career researchers (postgraduate research degree students through to Postdocs and Fellows) and those who support them.

Within the organisational structure of Imperial, ECRI reports to the University Research and Enterprise Board, chaired by the Vice Provost (Research & Enterprise), Professor Mary Ryan.  ECRI is led by the Director, Professor George Constantinides, who is supported by Deputy Academic Directors and two Associate Directors. 

There are two staff teams who work in partnership to deliver ECRI’s provision.  These are the Learning and Development Team, responsible for delivering outstanding facilitated learning and development opportunities and support to ECRI stakeholders, and the ECRI Administration Team, responsible for delivering an excellent operational service.     

Within the wider context of Imperial’s Strategy, Science for Humanity, ECRI is one of the core strategic projects. Science for Humanity explains that staff and research students will be offered facilitated learning and development opportunities in how to work within and lead high-performing, and increasingly multi-site and multinational teams.  It also states that there will be opportunities which support increasingly nonlinear career pathways, as well as operational, finance and risk management skills training, helping to develop our internal community, and positioning Imperial externally as thought leaders in this space. The Future Leaders Academy (FLA) and the Early Career Researcher Institute (ECRI) are the two initiatives which will contribute to this strategic aim.

“I am excited to launch the Early Career Researcher Institute (ECRI), a key initiative in our commitment to fostering a thriving research community at Imperial. ECRI is a vital component of our broader university strategy, aligning with Imperial Talent, to create an environment where early career researchers can flourish. Building on the strong foundations established by the Graduate School and Postdoc and Fellows Development Centre, I envision ECRI as a transformative initiative that will empower Imperial to foster a healthy, supportive, and productive research environment for early career researchers. Through investment in tailored development opportunities, cutting-edge resources, and enterprise-driven learning, ECRI will drive discovery, collaboration, and innovation, equipping our researchers to tackle the pressing challenges of the 21st century.”

“Early career researchers face unique challenges as they navigate the academic landscape, and it is crucial that we provide them with the support they need to grow and progress.  This is close to my heart.

Our inaugural strategic plan sets out six key aims where we believe ECRI can make a real difference to the experience of Imperial’s early career researchers (ECRs) and contribute towards the development of the research ecosystem at Imperial. Alongside academic excellence, it is increasingly important for Imperial to emphasise its broader support for ECRs and thereby its attractiveness as a destination for incoming ECRs who are valuable contributors to the future of the UK economy.

We will deliver novel contributions which build on the success of the former Postdoc and Fellows Development Centre and the Graduate School.  These “value added” benefits are referenced throughout our strategic plan, but they are highlighted below.  We will be:

• Stepping up our strategic work, by being significantly more engaged in steering the national and international conversations regarding ECRs.
• Establishing a physical presence for ECRI on the South Kensington Campus (and in time at the White City Campus), providing a focal point for ECRs to develop their own bilateral cross-disciplinary links, acting as a hub for learning, development and specialist support services, and as an exhibition space for the work of ECRs across Imperial.
• A central hub for ECR development, by working in partnership with other expert specialist teams across Imperial.
• Embedding ECRI’s provision within doctoral landscape awards, programme grants and other large grant bids, supporting supervisors and PIs looking to develop their ECRs.
• Exploiting the colocation of research degree students and research staff support within a single entity to enable a more joined-up ECR-centric view of support needs, identifying and supporting ECRs at key points in their journey, working with other stakeholders to help our ECRs build the skills to traverse increasingly nonlinear career paths.
• Complementing our professional skills and research computing and data science programmes with the provision of key underpinning technical skills training and enhancing the commercial acumen and ethical awareness of Imperial ECRs
• Establishing a strong governance model for ECRI so that the needs of academic departments, faculties, and cross-institutional initiatives are the key drivers of ECRI’s strategic priorities and will be developed in collaboration with internal and external experts.
• In partnership with Imperial’s communications team, developing an engagement strategy to ensure that all ECRs are aware of the opportunities ECRI can provide. Additionally, we aim to ensure all academic staff are aware of the added value of ECRI to their work so that ECRI becomes their go-to place for developing their team and demonstrating added value in their research proposals. The engagement strategy will showcase the work of ECRI and Imperial’s ECRs to add to the appeal of Imperial as a destination for incoming ECRs and for philanthropic purposes.
• Working with key stakeholders to establish strong links with former research staff to complement Imperial’s student alumni networks.

The intention is that our strategic plan is resilient and agile and that we will work with our stakeholders to refresh our objectives on a regular basis, embedding this approach into our governance structures.  With this in mind, we have not time-bound our plan.

Of course, a key to the successful delivery of our plan will be to invest in the professional development and support of ECRI staff.  We aspire to model a positive and healthy ECRI team culture, with the Imperial Values embedded in every aspect of our work.”

Professor George Constantinides, Founding Director, ECRI