Internationalisation can attract and retain top talent
At the end of 2024, an Audit Expert Panel visited Comenius University to evaluate the institution's level of internationalization. The assessment, part of a broader project, followed a self-evaluation survey submitted by the university. During the visit, the panel conducted interviews with full-time and exchange students, academic and administrative staff, as well as representatives of university and faculty management. The aim of the project is to enhance internationalization at Comenius University through the development and implementation of an action plan, informed by the recommendations of the expert panel.
But why is it important to approach internationalization strategically? What benefits can it bring, and what changes are necessary at Comenius University to achieve these goals?
Daniel Casten, an international higher education consultant and member of the Audit Expert Panel, shares his insights.
What can one imagine under the term internationalisation of a university?
Internationalization is a means towards qualitative development of processes and outcomes in learning, teaching, and research — a set of intentional and strategically developed methods aiming to integrate best-practices to enhance both the learning experience of students, as well as didactic and research development.
Common modes of internationalization include short-term and long-term mobilities for staff and students, full-degree students from abroad, research cooperation through individual partnerships and larger consortia, and enhancing curricula development. Internationalization helps connect students and staff with the world of knowledge.
Why is it important for any university to think about internationalization?
From a very practical standpoint - to keep pace. Internationalization at top universities is rigorously and proactively developed. Enhanced opportunity for students, academics, and administrative staff translates to qualitative gain, increasing relative attractiveness. Institutions that internationalise effectively are more able to attract and retain top talent.
Studying and collaborating with people from diverse systems of learning, teaching, research, and management enriches all areas of an institution. It broadens our understanding of new methods and best practices, whether through international experiences or by integrating perspectives from related fields into classrooms and labs.
What are the main prerequisites for a HEI to become an attractive place for foreign students and researchers?
The most basic is a desire for qualitative development. Given the rapid pace of university development around the world, strategic development is necessary to maintain relative attractiveness. It takes goals, requires structures, staff, and coordination. Setting relevant, achievable goals is significantly aided by seeking input and involving a broad range of stakeholders to help unlock human potential. This allows for prioritization and for the disparate needs of different departments and programmes to be met. This provides a framework for unlocking the creative potential of individuals.
Better quality universities tend to develop and follow long-term strategic approaches. This allows them to direct investments into people and processes in an effective way. A clear strategic vision for internationalization, leading to a consistent and well-defined set of operational goals and plans, can help an institution stay on track through changes in staffing and leadership.
What aspects of Comenius University life did you look into during your visit?
We approached internationalization through four key dimensions: the student experience; teaching; research (especially in relation to mobility and support); and the institutional and strategic framework for development of the above. We engaged over 100 stakeholders—including central and faculty management and staff, and both domestic and international students—and examined strategy, goals, and the ability to implement them at central, faculty, and departmental levels.
A significant portion of our time was spent engaging with academics, students, and management, discussing what they feel would enable them and where they see obstacles. Our goal was not to recommend generic international best practices, but to tailor solutions that would best serve the needs of Comenius’ students, academics, and administrative staff.
What are some of the best practices we should apply?
Three examples that could bring significant impact:
- Ensure academics can focus on core activities of teaching and research and spend less time on internationalization-related administration like visas, insurance, student recruitment, and other logistical matters. Proper support structures help attract and retain talented students and academics. Effective coordination between central and faculty levels is key.
- Credit recognition - It should become very rare that a student must extend studies because they chose to have a valuable experience abroad. A student should know before they depart that the course will be recognized. The new national rules on “mobility windows” in Slovak universities should be a major step in solving credit recognition issues for students who go abroad on a mobility.
- Set a long-term goal of ensuring an international experience for all students, which could come in the form of short or longer term mobilities or internationalization at home, e.g., by taking English-taught courses within Slovak study programmes. Comenius University has the necessary stature to raise these standards for graduation.
What was your opinion of Comenius University after your visit?
Comenius University’s standing as a leading institution in Slovakia was evident. There is a clear desire to utilize the potential of internationalization to develop the university and bring benefit for students, staff, and broader society. There are areas of excellence across all the constituent parts of the institution, across faculties, research groups, and the student body. Some of the potential is still untapped due in part to atomization of highly decentralized units, but increased and effective organization is possible while still respecting legal or historic boundaries.