Two Science|Business viewpoints by the Founder on brain drain and brain circulation

Two Science|Business viewpoints by Anita Tregner-Mlinaric examine a question that remains important for European research: how can mobility create value for the places researchers leave as well as the places they join? Published in 2019 and 2020, the articles consider the conditions behind career decisions and the policy choices that influence whether knowledge can circulate.

The original viewpoints are linked below. Building on their central questions, this article sets out our practical perspective for universities, research organisations and regions that want to strengthen international connections while developing a more attractive environment for research at home.

Read mobility through the researcher's decision

The 2019 viewpoint considers why better salaries alone do not explain researchers' decisions about returning. The 2020 viewpoint argues for policies that help mobility become circulation. Together, they invite a broader discussion of the environment in which a researcher can do good work.

For an institution, a useful starting point is to examine the offer from the researcher's perspective. What can the person achieve with the team, facilities and support available? What decisions will they be able to make? How will their work develop over several years? These questions can reveal gaps that a recruitment message or a short-term incentive will not resolve on its own.

Make a credible institutional proposition

An institution's research proposition should connect its scientific ambitions with the working conditions needed to pursue them. Identify the fields in which the organisation can make a distinctive contribution and describe the support available to researchers in those fields. The proposition becomes stronger when it is clear about priorities and realistic about capacity.

That work should involve the people who will deliver the support. Research leaders, administrators and technical teams need a shared understanding of what is being offered and what still needs to be developed. A credible proposition gives potential collaborators a clearer basis for engagement and helps the institution decide which improvements deserve attention first.

Give international relationships a practical purpose

A relationship with a researcher abroad can support several forms of cooperation. The appropriate format depends on the scientific question and the contribution each side can make. A useful first discussion should identify a specific activity, the time and resources it requires and the result that both organisations want to achieve.

Small, well-defined activities can create a basis for more ambitious cooperation. For example, two teams might explore whether their datasets or methods are compatible before developing a larger joint project. The value lies in what the activity allows them to learn and decide. Keeping the first commitment proportionate makes it easier to establish a dependable working relationship.

Design cooperation that benefits both sides

A durable collaboration needs a useful role for each institution. One team might contribute access to a particular research environment, another a specialised method and another the ability to work with a relevant user group. Those contributions should connect with the scientific objective and be reflected in responsibilities, recognition and access to the resulting knowledge.

This is also a practical test for an international proposal. Ask whether every partner has a clear reason to remain involved after the application is submitted. If a role is difficult to explain, the partnership may need further development. A convincing relationship gives each organisation something valuable to contribute and something meaningful to learn.

Mobility creates a stronger research environment when institutions make room for knowledge to travel in both directions.

Build the support around the research

International collaboration can place demands on a team that extend beyond the scientific work. Project preparation, coordination, budgeting and the organisation of shared activities all require time. An institutional plan should identify who will provide that support and how it will be connected with the researchers' objectives.

A practical improvement exercise is to follow one collaboration from its first conversation to its intended result. Identify the points at which the team needs assistance and assess whether the process is clear. The aim is to make participation manageable and to free researchers to concentrate on the work for which their expertise is needed. The priorities will differ between institutions and should be based on actual experience.

Measure the relationships and capability created

A mobility or cooperation initiative should define what a useful outcome would look like before activities begin. The objective might be a sustained joint research agenda, a new method adopted by a team, a shared application or access to expertise that was previously missing. Clear objectives help distinguish a worthwhile collaboration from activity that is difficult to build on.

Assessment should consider what remains available to the institution. Have responsibilities been agreed for the next stage? Can another member of the team use what has been learned? Is there a realistic opportunity for continued cooperation? A concise record of these outcomes is often more useful for future planning than a long account of meetings and travel.

Connect talent strategy with European participation

For a university or region, talent policy, international partnerships and EU project development can support the same long-term priorities. Connecting them requires a shared agenda and a realistic allocation of resources. Begin with a small number of fields in which the organisation has a credible contribution, then build the relationships and support needed to participate well.

The original Science|Business articles provide the historical viewpoints. Our practical focus today is on turning the underlying questions into choices an organisation can manage. VECTORA Europe supports European positioning, partnerships and project preparation for research and innovation organisations. Talk to us about your institution's priorities to explore how international engagement can connect with a more coherent funding and capability-development plan.