UCL gathers new heads of department, directors and other leaders for an introduction into the University's rules and procedures. Us vice-chancellors also present strategy work within our respective specialisations. At the latest meeting, I chose to start my presentation (through Zoom) with a comment on the composition of the group.
Dieter Müller, Deputy Vice-Chancellor.
Photo: Mattias Pettersson
I've held this type of presentation for a number of years now. Suddenly, it struck me that I knew so many of the leaders were born outside of Sweden, and had come to Sweden as students or university employees. You may take this as an evident fact, but only ten years ago, I experienced a whole different situation.
Swedish as an official language may be a barrier, of course. It's difficult to take on managerial positions for individuals who do not speak Swedish, or who have learnt Swedish later in life. I've also heard arguments that knowledge about "how things are done" at a Swedish university is good to have for those in leadership positions.
I'm not denying that type of experience can be useful, but something else that may be beneficial is knowledge of how universities abroad work. That knowledge can contribute to progress through an ability to compare, assess and renew university processes and traditions. Simultaneously, regardless of nationality and background, everyone needs to learn and follow rules, procedures and core values. This also applies to individuals who have worked their entire careers at Swedish universities.
Even if Umeå University does not count how many of our employees are born abroad, we are undoubtfully a very international workplace. At some departments, employees with an international background constitute a significantly big group; and English has become the working language in many parts of the University.
International employees currently contribute with new perspectives in various areas of education and research, and not just with their expertise in the subject area itself. To me, having that is a necessity to produce relevant knowledge and education in a globalised world.
In light of this, one may wonder if the University can really afford to disregard the potential that international employees contribute with if we wish to progress. The question is of a rhetorical nature, of course. For I'm convinced it's neither possible nor desirable. The leadership setup must be attractive and open to everyone, as well as represent the employees.
I'm looking back at over ten years as a deputy head of department, dean and now deputy vice-chancellor. In various national administrative and research policy meetings, my German accent was long an exotic feature. Still to this day, it's hard to believe in these meetings that Sweden is an immigration country – even if the number of vice-chancellors and deans with international backgrounds is increasing.
Consequently, I greatly appreciated the meeting with the University's multinational UCL group. In my mind, it's a fact that Umeå University is on the right track towards truly utilising the potential found in a workforce of mixed experience and background.