HOW TO GROW A PRODUCTIVE RESEARCH NETWORK FOR NEXT GENERATION LEADERS

The Health in Preconception, Pregnancy and Postpartum

Early and Mid-career Researcher Collective (HiPPP

Early and mid-career researchers (EMCRs) work in an increasingly competitive environment. EMCRs develop their track record through producing high-quality publications, translating their research into meaningful real-world impact, and demonstrating strong leadership and community engagement skills.

These outcomes support future grant applications and promotion success, enabling EMCRs to continue to build their innovative research programs and make a difference in their chosen fields.

Supporting the professional development of EMCRs as the next generation of research leaders is a key objective within academic communities. Indeed, strategic capacity building is a World Health Organization priority.1 This is also a goal of HiPPP EMR-C2, founded in Australia in 2019 by Dr Briony Hill and currently Co-Chaired by Dr Hill and Dr Vanessa Shrewsbury.

Drs Hill and Shrewsbury juggle academic careers while each raising three children, and they are EMCRs on a mission. The HiPPP EMR-C now has over 250 EMCR members (defined as 5-15 years post-PhD award depending on country, institution, or organisation), higher degree research (HDR) students, clinicians, and policy makers predominately from Australia but also internationally. This Collective’s shared vision is to promote maternal, paternal, and offspring wellbeing and contribute to obesity prevention. At the 2019 HiPPP EMR-C inaugural meeting, the initial members crafted their purpose of creating opportunities for EMCRs to build capacity, form collaborations, transcend discipline- and sector-based silos, and amplify real-world research impact.3

1 Smith L, Tang KC, Nutbeam D. WHO Health Promotion Glossary: new terms. Health Promot Int. 2006;4:340–345. doi:10.1093/ heapro/dal033

2 https://hipp.org.au/networks/hippp-emr-c-international/

3 Hill B, Shrewsbury V, Bergmeier H et al. Maternal obesity prevention: The Health in Preconception, Pregnancy and Postpartum Early- and Mid-career Researcher Collective. ANZJOG. 2021;61(2):310-14. doi:10.1111/ajo.13316

In March 2022, the UK and North American branches of HiPPP EMR-C were formally established and joined the Australian Collective to form HIPPP EMR-C International. It was born of the efforts of the EMR-C members coming together to leverage their collective expertise, skills, knowledge, and enthusiasm.

Among many activities, since 2020, HiPPP EMR-C has hosted three annual conferences and developed an awards program to enable knowledge sharing, networking, and recognition of excellence.

Member research showcases, stakeholder engagement opportunities, mentoring, and a collaboratively developed Statement on Welcoming Indigenous Researchers and Members are all features of the Collective’s endeavours. Having rapidly achieved significant growth and success, the HiPPP EMR-C Co-Chairs offer their insights about establishing and sustaining a productive research network to strengthen capacity building for EMCRs.

Find And Engage With An Experienced Mentor

Finding an experienced and genuine mentor (or mentors) is key. A genuine mentor is generous with their time and resources and assists with making strategic plans and connections.4 They are responsive and provide guidance on overcoming challenges and professional growth. A good mentor is constructively honest and helps keep agendas on track. Professor Helen Skouteris, the principal mentor for the HiPPP EMR-C International, has provided unconditional and outstanding mentorship.

SHARE THE LOAD AND ACKNOWLEDGE YOUR TEAM’S EFFORT

Research shows the majority of EMCRs have responsibilities for coordinating the care of others in their personal lives.5 Caring responsibilities and periods of extended leave can impede career development both explicitly and implicitly. Sharing leadership roles can help mitigate this impact and have advantages for all.

The HiPPP EMR-C has gradually and intentionally built a large, co-ordinated leadership team, supported by a highly valued and efficient secretariat. Most leaderships roles are shared by two individuals to spread the workload and sustainably implement the Collective’s day-to-day activities while working towards longer-term goals. Serving on a leadership team provides opportunities to develop new skills, network, and build trusting relationships that can spur new research collaborations.

The time and commitment of the HiPPP EMR-C’s leadership team is highly valued and acknowledged. One way this is done is by ensuring meetings and communications are focussed, strategic and efficient. An

ECR Engagement Panel

L to R Ms Justine Salisbury, Laureate Professor Clare Collins, and Associate Professor Susie DeJersey up-to-date website helps members receive appropriate recognition for their contributions. Furthermore, taking the small amount of time required to put kind thoughts into words is important. Gratitude in the workplace is associated with efficiency, productivity, loyalty, and success.6 The HiPPP EMR-C have a very low turnover within the leadership team, which can be attributed to its positive culture and true sense of working together for a greater purpose.

Monitor And Critique Network Progress And Embrace New Ideas

In less than four years, HiPPP EMR-C membership increased 12-fold. HiPPP EMR-C has continued to grow

4 Eller LS, Lev EL, Feurer A. Key components of an effective mentoring relationship: A qualitative study. Nurs Educ Today. 2014;34(5):815-820. doi: 10.1016/j.nedt.2013.07.020

5 Hartmann KE, Sundermann AC, Helton R, et al. The scope of extraprofessional caregiving challenges among early career faculty: Findings from a university medical center. Acad Med. 2018;93(11):1707-1712. doi:10.1097/ACM.0000000000002229

6 Di Fabio A, Palazzeschi L, Bucci O. Gratitude in organizations: A contribution for healthy organizational contexts. Front Psychol. 2017;8:2025. doi:10.3389/fpsyg.2017.02025 and meet member needs through strategic activities, including:

1. initiatives to attract new members;

2. a social media presence to promote members’ work and achievements; and

3. staying abreast of members’ changing needs through an annual Census that guides future planning and activities. HiPPP EMR-C is already achieving its objectives with 25% of members collaborating on publications or grants that otherwise would not have happened.

Further, HiPPP EMR-C has published 15 research evidence translation and impact summaries of members’ work, which is just one example of the initiatives generated, embraced, and actioned by the leadership team.7

7 https://hipp.org.au/research-practice-and-policy/knowledgesynthesis-hub/

HiPPP EMR-C’s success is underpinned by quality mentoring, sharing leadership responsibilities, critical reflection, and forward thinking. The HiPPP EMR-C is a flourishing example of supporting the next generation of potential research workforce leaders.

Authors: Dr Briony Hill is an Australian Research Council DECRA Fellow and Deputy Head of the Health and Social Care Unit at Monash University

Dr Vanessa Shrewsbury is a Senior Researcher in the Hunter Medical Research Institute (HMRI) Food and Nutrition Research Program and the School of Health Sciences at The University of Newcastle.