TiU-International for TiSEM's Faculty Council

The Faculty Council is consulted by the School Management Team on many policies. Occasionally, the Council does not only advise and comment on the MT’s proposals but also has the right of approval. It is therefore important that university employees be represented by colleagues who are willing to engage with the management, question their (hidden) assumptions, and take the interests of personnel to heart.

Core Values

Knowledge knows no borders

A university, by its very name, can only be international at heart. Academics, staff, and students must find in Tilburg University (TiU) a welcoming and vibrant environment irrespective of their origins. A lot still needs to be done, in particular to engage international students into student life and representation work.

Excellence in research and teaching

TiU should excel in education and research at the international level. This requires an international perspective and a benchmarking of our practices to those of our competitors in Europe, the US, and Asia.

TiU should remain attractive to top academics, staff, and students from around the world, who have the ambition to excel for the benefit of TiU and society at large.

Top people at the top

TiU should adopt international best practices in all its activities. Its leaders should be a diverse set of senior academics with a strong international reputation. This includes the academic members of the university board, the (vice-)deans, and the heads of departments and institutes. TiU should adopt effective governance rules and practices, avoiding conflicts of interests among those in charge.

TiU should employ evaluation and promotion standards for academics, staff, and students that are transparent and in line with those of our close competitors. High performance should be rewarded, long-term underperformance effectively addressed. Seniority should come with merit, irrespective of age.

Thorough, inclusive, and transparent decision-making

A university is for the very long run. The decision-making process should consequently be thorough and comprehensive, not hasty and superficial. When possible, decisions should take into account cost-benefit analyses and quantitative data. Decisions should always acknowledge the different environments our schools and institutes operate in.

We believe academics, staff, and students all have the right and duty to contribute to the governance of TiU. Decision processes throughout TiU should therefore involve those affected by decisions. Information about upcoming decisions should be communicated effectively and timely to those affected. Decision processes should be transparent to the whole TiU community, so that there can be debate and all opinions may be voiced.

Some Concrete Policies

Preserving your workspace

TiU International has fought hard to protect your office space against initially vexatious plans for office sharing or open space. We are proud, through our action in the Council, to have succeeded in providing you enough space, privacy, peace and quietness for you to do your job!

Top career perspectives for our PhDs

Ph.D. students are one of the key elements contributing to visibility and recognition of the school. We want TiSEM to enable candidates to realize top positions on the domestic and international labor markets. That calls for a deepening of the professional development of PhD students over the course of their PhD.

Get research back on track

Prior financial difficulties, student growth, the bureaucratization of education, and the recent need to adapt to COVID-19 have absorbed considerable resources. Research at TiSEM is not where it once was. We want to push for more investment into attracting, retaining, and making room for the blossoming of top research talent.

Keep teachers in control

Quality assurance in education should not take the autonomy of teachers away. We want to keep teachers in control of their classes and exams, and academic directors in control of their programs. Education bureaucracy should be kept to the minimum!

A true, post-COVID digital transformation strategy for the School

The use of digital tools had so far been left to the initiative of individual lecturers, and then was hurriedly promoted in reaction to COVID-19. It is time for the School to pro-actively think how and when digital tools should be used to further its own goals.

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