Winning the race for top research talent

Recruiting and developing research superstars is increasingly complex in today’s competitive higher education landscape. The shift in funding priorities toward large, complex grants has created a ‘winner-take-more’ dynamic, concentrating resources among the top 50 research institutions in the Higher Education Research and Development (HERD) rankings. Ultimately, the ability to increase research expenditures hinges on the faculty.

Over the past year, EAB spoke with over 100 provosts, VPRs, and deans to gain insight into effective recruitment and development strategies for superstar researchers. Here’s what we learned.

1. Align Internal Stakeholders, Vision, and Funding Before Recruiting Stars

After identifying potential superstars, provosts, VPRs, and deans should proactively assess their institutional competitiveness and the potential ROI of these candidates to ensure they invest in researchers who can meaningfully contribute from day one. This approach not only ensures alignment with priority research goals, but it also fosters collaboration, allowing leaders to identify candidates whose expertise complements existing strengths within the institution. To minimize the risk of misaligned investments, the University of Ottawa established a formal evaluation grid to gauge alignment with university goals, past funding performance, and future potential.

In addition to evaluating the potential ROI of candidates, universities also face uncertainty about funding responsibilities for recruiting star faculty due to the infrequency of these hires and the absence of formal processes. Superstar faculty typically require competitive salaries and substantial investments in research infrastructure, lab space, and graduate student support. To manage these high costs, the provost, dean(s), and VPR should proactively agree on their shared financial commitments before recruitment begins. By collaborating early, institutions can distribute the financial burden, establish a framework for long-term success, and clarify funding expectations and responsibilities. Below is an example of how institutions could collaboratively allocate resources among stakeholders.

2. Build a Compelling EVP and Candidate Experience to Woo Top Research Talent

To attract top talent, universities must move beyond basic offerings like lab space and endowed positions. Institutions should highlight overlooked tangibles, such as dedicated research administration support, while emphasizing powerful intangible benefits like access to top collaborators, influence over university goals, and autonomy to shape their research vision. These elements create a compelling offer that can attract top talent, even when competing schools offer similar perks.

The recruitment experience is equally important. From initial outreach to campus visits, every interaction should reflect the institution’s commitment to the candidate’s success. This includes tailoring visits to the star’s interests, gathering intel from faculty networks, and curating personalized campus visit agendas. Schools like the University of Missouri have invested in dedicated HR teams to manage logistics and arrange meetings with top university leaders, providing multiple opportunities to make a personalized pitch to win top talent.

3. Develop Future Research Leaders with Interdisciplinary Funding in Mind

While superstar recruitment is important, institutions cannot rely solely on external talent. Developing emerging talent on campus to lead interdisciplinary initiatives is essential for long-term success, as funding agencies prioritize research that addresses complex global issues which transcend departmental boundaries. Institutions like the University of Texas at Austin recognize the need to foster leadership among faculty engaged in large-scale, interdisciplinary research. The Provost and Research offices partnered to launch the Research Leaders Academy in 2023, equipping promising researchers with essential leadership, communication, and management skills necessary to run research center and manage collaborative teams. This initiative not only aims to build a robust pipeline of interdisciplinary research leaders but also enhances UT Austin’s ability to secure funding for groundbreaking research initiatives. Beyond institution-wide programs, see the checklist below for how to enhance interdisciplinary research in individual colleges.