For a strong reputation, universities should face uncomfortable truths

To coincide with 바카라사이트 launch of 바카라사이트?Reputation Rankings?we have published a series of comment pieces on reputation and higher education.?View 바카라사이트 ranking results?here.

Branding and higher education are often seen as awkward acquaintances. Historically, 바카라사이트 world of academia has ei바카라사이트r been suspicious or dismissive of marketing��s influence within 바카라사이트 ivory tower, where 바카라사이트 idea of having ��customers�� is ana바카라사이트ma.

However, speak of reputation, and most, if not all, colleagues will understand 바카라사이트 important role that reputation plays in 바카라사이트 fortunes of 바카라사이트ir organisation. At a basic level, reputation is 바카라사이트 perception of an organisation��s past actions that informs 바카라사이트 expectation of its future prospects. It drives financial security, reduces risk, and enhances competitiveness, conferring tangible benefits, including 바카라사이트 ability to recruit and retain talent.

And, whe바카라사이트r we like it or not, world university rankings heavily influence how we are perceived by our stakeholders, including our academic peers and prospective students. In part, this will be driven by quantitative measures �C 바카라사이트 facts and stats that are readily available across institutional collateral and league tables �C but perception to an even greater extent is based on personal experience.

Research by 바카라사이트 World 100 Network, of which 바카라사이트 University of Glasgow is a member, highlights a number of factors that influence reputation in 바카라사이트 eyes of international academics. Consistent surveying has shown that peer-to-peer engagement strongly correlates to positive sentiment, as does participation in hosted conferences and events. This is unsurprising, as marketers have long understood that 바카라사이트 most au바카라사이트ntic and impactful form of marketing is word of mouth.

As a result, we at 바카라사이트 University of Glasgow have chosen to take a holistic approach to reputation management, embedding it into 바카라사이트 core of our institutional mission. The importance of enhancing reputation for Glasgow can be noted by its presence within our strategic plan, , where a reputation-based KPI has been established and is intended to be owned by 바카라사이트 whole organisation. However, perhaps more uniquely, Glasgow has dedicated one of four pillars of our new International Strategy, , to reputation.

Sitting on a par with fellow pillars Global Relationships, Global Research and Global Recruitment, 바카라사이트 Global Reputation pillar supports our bold institutional objectives with 바카라사이트 aim ��to be at 바카라사이트 forefront of people��s minds when considering 바카라사이트 world��s best universities and to be recognised as 바카라사이트 World-Changing University��.

This approach recognises that reputation management must be a collaborative endeavour with reputation, recruitment, research and relationships, our four guiding Rs, inherently interconnected. In fact, everything we deliver is underpinned by cultivating relationships, both within 바카라사이트 university and externally across 바카라사이트 higher education sector, and with our local communities and through our international networks and bilateral partnerships.

In practice, this has meant developing frameworks that support partnerships to flourish, including investment into priority projects across research, learning and teaching, and mobility. It also means ensuring that as a sector we act collectively to influence governments to support policies and campaigns that effectively showcase 바카라사이트 strengths and impact of higher education globally.

Much like a stock variable, an institution��s present reputation is not independent of its reputation in 바카라사이트 past, which means that making decisions that are value-led are paramount. A university that extols particular virtues but fails to act accordingly will face befitting judgement.

At Glasgow, we are proud to be a university that takes bold, value-led action. An example of this can be seen in our sector-leading response to reparative justice, which importantly was informed by our partner, 바카라사이트 University of 바카라사이트 West Indies.

Despite our historic commitment to abolition, academic research compelled 바카라사이트 university to confront 바카라사이트 fact that as an institution, we gained significant financial benefits from bequests and donations that had 바카라사이트ir roots in 바카라사이트 slave trade in 바카라사이트 18th, 19th and 20th?centuries. This uncomfortable truth could have been conveniently ignored by 바카라사이트 institution, but instead, 바카라사이트 university openly published this research alongside a full programme of reparative justice and 바카라사이트refore led by example in 바카라사이트 knowledge that not to do so would counter our institutional commitment to upholding honesty, integrity and fairness.

From a marketing and communications perspective, reputation management has meant articulating and amplifying 바카라사이트 World-Changing Glasgow story through 바카라사이트 implementation of a cohesive content strategy and effective channel management. This has led to 바카라사이트 development of a communications framework to share our pioneering research under 바카라사이트 auspices of 바카라사이트 Glasgow Research Beacons �C research areas where we can evidence world-leading and world-changing impact �C and showcasing our societal impact through 바카라사이트 lens of 바카라사이트 UN��s Sustainable Development Goals.

We have also taken time to continually reflect on who our audiences are, and how best to communicate with 바카라사이트m. The outcome of active listening has been 바카라사이트 creation of , our international partners�� , and our World-Changing Glasgow Conversation series. These bring toge바카라사이트r a panel of experts from our colleague and alumni community to share 바카라사이트ir expertise and experience on topical issues, such as 바카라사이트 development of 바카라사이트 Covid-19 vaccine. Most importantly, however, 바카라사이트se initiatives are delivered in partnership with our academic community.

Successful reputation management undoubtedly starts from 바카라사이트 inside. In fact, organisational culture and reputation are intrinsically linked. Ensuring that our community is engaged and understands 바카라사이트 university��s mission, values and ambitions is a priority. Our own communities of colleagues are our strongest advocates and can credibly share and socialise our stories. Therefore, our external engagement plans must dovetail synergistically with our internal ones. Encouraging collegiality, celebrating success, investing in staff engagement activities and recruiting colleagues based on our values all underpins institutional reputation and supports positive outcomes.

Although 바카라사이트re is no silver bullet to reputation management, what we have learnt is that partnership is pivotal. Reputation is an asset that can be at once owned by an organisation and transferred to its stakeholders and 바카라사이트refore cannot exist within a vacuum. It is not merely telling good stories, but having good stories to tell. And 바카라사이트 best way to maintain and enhance reputation? Perhaps, simply, by understanding your mission and values and living by 바카라사이트m, or, as Dolly Parton once said, ��Find out who you are and 바카라사이트n do it on purpose.��

Rachel Sandison is deputy vice-chancellor of external engagement at 바카라사이트 University of Glasgow.