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Development of a framework for
knowledge mobilisation and
impact competencies
Julie Bayley, Coventry University, UK
David Phipps, York University, Toronto, Canada
Monica Batac, Ryerson University, Toronto, Canada
Ed Stevens, University of Bath, UK
1. Identify and select frameworks:
• commercialization competency frameworks were excluded focus on
university based knowledge brokers
2. Collation and qualitative synthesis of frameworks  final set
3. Survey
4. Analysis (underway)
5. Self Assessment Tool (to come)
1. Identification and selection of frameworks
Melanie Barwick
Ed Stevens
Megan Harris
Anne Wales
2. Collation and qualitative synthesis
94  80 competencies  11 categories
• Wording modified to produce discrete, action based statements
• Ongoing iteration within team to:
• Agree categorisation
• Agree competency wording
3. Final competency set
80 competencies in 11 categories
A. Change management
B. Communication
C. Creating, sourcing and synthesising (research) knowledge
D. Evaluating impact of KT
E. Facilitating and negotiating
F. Leading, managing and driving KT
G. Managing legal issues and IP
H. Managing partnerships/relationships
I. Networking and engaging stakeholders
J. Training and capacity building
K. Understanding, creating and using KT tools, products and practices
Sample
49%
23%
18%
7%
3%
Organisation type
University
Non-academic institution
Other
Academic research hospital
Other academic institution
‘Other’ includes independent consultants, non profit organisations, government departments and research networks
46%
34%
8%
5%
5%
2%
Country
Canada
UK
USA
Africa
Europe
Australia / Pacific
region
0
20
40
60
80
100
120
KMb non-
commercial
Impact
planning/strategy
Impact evidence
capture
Public
Engagement
Impact info
management
KMb Commercial Impact directly
supporting REF
Other
Frequency
Job function
1. Internal communication skills
2. Developing and maintaining professional relationships
3. Working in teams, communities and networks
4. Managing multiple conversations
5. External communication skills
6. Active listening
7. Organizational link: acting as a connection point to
your organisation
8. Facilitating sharing of knowledge
9. Partnership and relationship management skills and
processes
10. Reporting and presenting knowledge
1. Intellectual property skills and management
2. Commercialization techniques: skills and
knowledge in commercializing research
3. Managing legal issues related to knowledge
translation
4. Licensing and patents
5. Conducting deals and decision making in legal
and commercial activities
6. Conducting valuations of
technologies/business/IP
7. Setting up or supporting spin off / start-up
businesses
1. Broad partnership and communication skills
crucial
2. Commercial and legal skills are niche; highly
relevant only for those whose role focuses on
this.
3. Very broad range of organisations, job types,
job functions, job titles: ‘One size does not fit
all’
4. Internationally relevant
5. Competencies appear to split between: 1) Core
[needed by all working in KMb space]; 2)
Specialised [highly focused expertise in specific
areas]
Self Assessment
Tool
Self Assessment tool
• Translate competencies and findings into a self assessment tool
• Support:
• Individual self assessment
• Training needs assessment (CPD)
• Performance management
• Focus on identifying strong core skills PLUS specialisms needed
• Core skills for everyone
• Specific skills from people who have similar roles
• Pick and chose unique skills from all competencies
Unacceptable Acceptable
Ineffective
Effective
Thank you

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Competencies for research impact professionals

  • 1. Development of a framework for knowledge mobilisation and impact competencies Julie Bayley, Coventry University, UK David Phipps, York University, Toronto, Canada Monica Batac, Ryerson University, Toronto, Canada Ed Stevens, University of Bath, UK
  • 2.
  • 3.
  • 4. 1. Identify and select frameworks: • commercialization competency frameworks were excluded focus on university based knowledge brokers 2. Collation and qualitative synthesis of frameworks  final set 3. Survey 4. Analysis (underway) 5. Self Assessment Tool (to come)
  • 5. 1. Identification and selection of frameworks Melanie Barwick Ed Stevens Megan Harris Anne Wales
  • 6. 2. Collation and qualitative synthesis 94  80 competencies  11 categories • Wording modified to produce discrete, action based statements • Ongoing iteration within team to: • Agree categorisation • Agree competency wording
  • 7. 3. Final competency set 80 competencies in 11 categories A. Change management B. Communication C. Creating, sourcing and synthesising (research) knowledge D. Evaluating impact of KT E. Facilitating and negotiating F. Leading, managing and driving KT G. Managing legal issues and IP H. Managing partnerships/relationships I. Networking and engaging stakeholders J. Training and capacity building K. Understanding, creating and using KT tools, products and practices
  • 9. 49% 23% 18% 7% 3% Organisation type University Non-academic institution Other Academic research hospital Other academic institution ‘Other’ includes independent consultants, non profit organisations, government departments and research networks
  • 11. 0 20 40 60 80 100 120 KMb non- commercial Impact planning/strategy Impact evidence capture Public Engagement Impact info management KMb Commercial Impact directly supporting REF Other Frequency Job function
  • 12. 1. Internal communication skills 2. Developing and maintaining professional relationships 3. Working in teams, communities and networks 4. Managing multiple conversations 5. External communication skills 6. Active listening 7. Organizational link: acting as a connection point to your organisation 8. Facilitating sharing of knowledge 9. Partnership and relationship management skills and processes 10. Reporting and presenting knowledge
  • 13. 1. Intellectual property skills and management 2. Commercialization techniques: skills and knowledge in commercializing research 3. Managing legal issues related to knowledge translation 4. Licensing and patents 5. Conducting deals and decision making in legal and commercial activities 6. Conducting valuations of technologies/business/IP 7. Setting up or supporting spin off / start-up businesses
  • 14. 1. Broad partnership and communication skills crucial 2. Commercial and legal skills are niche; highly relevant only for those whose role focuses on this. 3. Very broad range of organisations, job types, job functions, job titles: ‘One size does not fit all’ 4. Internationally relevant 5. Competencies appear to split between: 1) Core [needed by all working in KMb space]; 2) Specialised [highly focused expertise in specific areas]
  • 16. Self Assessment tool • Translate competencies and findings into a self assessment tool • Support: • Individual self assessment • Training needs assessment (CPD) • Performance management • Focus on identifying strong core skills PLUS specialisms needed • Core skills for everyone • Specific skills from people who have similar roles • Pick and chose unique skills from all competencies