Category / BU research

Call for EoIs: Outputs Champion for UOA 23 (Education)

An opportunity has arisen for an Outputs Champion for Unit of Assessment (UOA) 23 (Education) to help drive preparations for the next REF. This role would initially be until summer 2022. BU is making early preparations towards units of assessment (UOAs) for the next Research Excellence Framework (REF) exercise. Each UOA has a UOA Leader, supported by Impact and Outputs Champions.  The roles are recruited through an open and transparent process, which gives all academic staff the opportunity to put themselves forward for UOA Leader roles.We are currently seeking expressions of interest (EoI) from academic staff interested in supporting outputs development for UOA 23 (Education).

Output Champions play a key role in shaping the output element of their UoA’s submission.  Key responsibilities of the Output Champion role include:

  • Support the development of research outputs being prepared within the UOA
  • Provide guidance on how research outputs can be produced and published
  • Advise colleagues on the REF output guidelines specifically those in relation to assessment, open access and research metrics
  • Review output strategies related to the UOA and assess progress made against them
  • Ensure that colleagues are updating institutional systems such as BRIAN and BURO
  • Promote Open Access publication and use of the Open Access Publication Fund as appropriate
  • Promote relevant training and development opportunities
  • Review outputs arising from major programmes of research and knowledge exchange to make recommendations as to how these can contribute to the UoAs output profile
  • Work with Post-Doctoral Research Fellows on REF Output related activity as appropriate.

Application process:

To apply for the role, please submit a short statement (suggested length 300 words) explaining your interest in the role and what you could bring to it. This should be sent by email to Dr. Gelareh Roushan by 14 January 2022.  The EoIs will be reviewed by the UoA Leader and DDR&PP.

The selection criteria used at EoI are outlined below. Each criterion carries a total possible score of 5. The role will be offered to the highest scoring applicant. The UoA Leader will provide feedback to all applicants.

  • Knowledge of the REF  (scored out of 5): Applicants should have the appropriate level of skill and knowledge to help them support the development of outputs in their UoA. It is expected that Output Champions will predominantly be practising researchers and will have a breadth of understanding of research across their Faculty.  They are also expected to have an understanding of the REF assessment process and of research outputs and open access.
  • Experience of output development (scored out of 5): Output Champions are expected to be able to provide advice and direction to colleagues who want to develop their research outputs.
  • Commitment, motivation and enthusiasm (scored out of 5): Being an Output Champion is a big commitment and the role has the scope to help shape output development at BU. Applicants need to be committed to the role, as well as showing the enthusiasm and motivation needed to support their UoA.

A  role description is available here: Outputs Champion Role

UKRI launches new Résumé for Research and Innovation

The Résumé for Research and Innovation (R4RI) is a content-rich alternative to the traditional CV which supports applicants to show how they have made a difference.

Based on the Royal Society’s Résumé for Researchers (R4R), the R4R-like format will allow a people working across the research and innovation sector to evidence a wider range of activities and contributions.

The adoption of an inclusive, single format for CVs across UK Research and Innovation (UKRI) will enable people to better demonstrate their contributions to research, teams, and wider society.

Designed with the research and innovation community

UKRI committed to introducing a better way for researchers and innovators to evidence their contributions in April 2021. Since then, they have been trailing, testing and reflecting on how this format can best meet UKRI’s vision and mission as well as the needs of the research and innovation community. Feedback from applicants, reviewers and others has been integral to the design of R4RI. They will continue to trial the current version of R4RI in several funding opportunities to develop tools and support materials for those using it.

Changing the culture

UKRI is committed to supporting culture change across the research and innovation sector. However, culture change will not happen if just UKRI changes, they need others to join us on this journey. One part of UKRI’s role in this is supporting community adoption of R4R-like CVs by working with partners across the research and innovation sector, nationally and internationally.

Their aim is to share information about the ways they are all approaching this and to develop common approaches to resources. This includes a common evaluation framework that will help build the evidence base in this space. This approach is in keeping with the strategies of organisations including:

Supporting those considering adopting R4R-like CVs

To support the adoption of the R4R-like CV model, UKRI has created communities of practice and dissemination events including:

  • a joint funders group (JFG) exploring shared approaches towards a R4R-like CV in funding decisions and developing a range of resources that accompany its use
  • an alternative uses group co-developed in partnership with Universities UK (UUK) to complement the efforts of the JFG and explore the alternative applications of R4R-like CV in the assessment of people. For example, hiring and promotion
  • An international workshop on Résumé for Research and Innovation – a Narrative CV Approach: What, Why & How? This will share the learning from different organisations on the use of R4R-like CVs and engage with participants to understand what further support different stakeholders may need. The event will take place on 21 March 2022 between 10:30 and 13:30 GMT (online) and registration will open early 2022

The work outlined will contribute to culture change through enabling a more efficient, cohesive, and comprehensive approach to assessing what’s visible and valued.

Research papers: A game of Happy Families

Recently I completed a game of Happy Families, to be more precise I added a paper with my fourth family member to a ‘collection’.  I got the idea from Prof. Jonathan Parker  and Prof. Sara Ashencaen Crabtree (both based in the Department of Social Sciences & Social Work) who published a paper with their children a few years ago [1].  When Jonathan told me about this achievement I had already published two dozen of scientific and practitioners’ papers with my partner  Jilly Ireland, Professional Midwifery Advocate in University Hospitals Dorset NHS Foundation Trust and FHSS Visiting Faculty (for example 2-5).

Two years ago, Dr. Preeti Mahato (in the Centre for Midwifery, Maternal & Perinatal Health) and I published a paper with my middle son about ‘Vaping and e-cigarettes: A public health warning or a health promotion tool?’ [6].  The following year, Prof. Hamid Bouchachia (Faculty of Science & Technology) and I co-authored a paper with my oldest son on AI and health in Nepal [7], followed by a paper this year on academic publishing with FHSS’s Dr. Shovita Dhakal Adhikari (Department of Social Sciences & Social Work , Dr. Nirmal Aryal (CMMPH) and Dr. Pramod Regmi (Department of Nursing Sciences  [8].  And to complete the four family members in the Happy Families set, I published a paper late last month with my daughter under the title ‘ Understanding health education, health promotion and public health’ [9].





  1. Parker, J.Ashencaen Crabtree, S., Crabtree Parker, M. and Crabtree Parker, I., 2019. ‘Behaving like a Jakun!’ A case study of conflict, ‘othering’ and indigenous knowledge in the Orang Asli of Tasik Chini. Journal of Sociology and Development, 3 (1): 23-45.
  2. Ireland, J., Bryers, H., van Teijlingen E., Hundley, V., Farmer, J., Harris, F., Tucker, J., Kiger, A., Caldow, J. (2007) Competencies and Skills for Remote & Rural Maternity Care: A Review of the Literature, Journal of Advanced Nursing, 58(2): 105-115.
  3. van Teijlingen E., Simkhada, P., Ireland, J. (2010) Lessons learnt from undertaking maternity-care research in developing countries. Evidence-based Midwifery 8(1): 12-6.
  4. Ireland, J., van Teijlingen, E, Kemp J. (2015) Twinning in Nepal: the Royal College of Midwives UK and the Midwifery Society of Nepal working in partnership, Journal of Asian Midwives 2 (1): 26-33.
  5. Ireland, J., Khashu, M., Cescutti-Butler, L., van Teijlingen, E, Hewitt-Taylor, J. (2016) Experiences of fathers with babies admitted to neonatal care units: A review of literature, Journal of Neonatal Nursing 22(4): 171–176.
  6. van Teijlingen, E., Mahato, P., Simkhada, P., van Teijlingen, C., Asim, M., & Sathian, B. (2019). Vaping and e-cigarettes: A public health warning or a health promotion tool? Nepal Journal of Epidemiology9(4), 792-794.
  7. van Teijlingen, A., Tuttle, T., Bouchachia, H., Sathian, B., & van Teijlingen, E. (2020). Artificial Intelligence and Health in Nepal. Nepal Journal of Epidemiology10(3), 915–918.
  8. van Teijlingen, E.R., Dhakal Adhikari, S., Regmi, P.R., van Teijlingen, A., Aryal, N., Panday, S. (2021). Publishing, identifiers & metrics: Playing the numbers game. Health Prospect, 20(1).
  9. van Teijlingen, K., Devkota, B., Douglas, F., Simkhada, P., van Teijlingen, E. (2021) Understanding health education, health promotion and public health, Journal of Health Promotion 9(1):1-7.

Understanding the determinants of employing apprentices: From an economic perspective

Lei Xu has written a piece on the timely topic of apprenticeships:


Apprenticeship is high on the political agenda and the government has set a target of 3 million apprenticeship starts by 2020.[1] Apprenticeships were intended to train young workers with the right set of skills and match them with suitable employers. However, new starts were much lower than expected partly because of the apprenticeship levy and partly because of Covid.[2] Since the introduction of the levy fund in 2017, much of the fund has gone unused , suggesting some employers are not well prepared to provide apprenticeships.[3] Prior to the levy, many apprentices were converted from existing employees in firms. This went against the original objective of apprenticeships which was to train young unskilled workers. In this context, this analysis aims to understand the determinants of employing apprentices from an economic perspective. Information is collected primarily from semi-structured interviews with training-related managers and providers, using a detailed interview schedule.

The merit of apprenticeships has been extensively discussed in qualitative research, such as steeping in company values, and reducing labour turnover. In a survey conducted by Mieschbuehler et al (2015), 51% of employers responded that they had difficulty recruiting the skills they needed.[4] Based on the interviews, it is commonly accepted among providers that apprenticeships are a better way of attracting and screening workers to fit with employers and embed them in a firm’s culture.

The cost of employing and training apprenticeships has seen as one of the main obstacles to boost the number of apprenticeships.  Although generous subsidies could increase the supply of apprenticeships, the cost-effectiveness of funding would decrease. Our interviews also showed that some firms, especially larger firms, are not sensitive to the direct costs, such as wages and benefits, whilst smaller companies are more cost sensitive. In general, they argue that the cost might not be the priority because the wage of an apprentice is not expensive and some providers have also argued that the wage is too low to attract good candidates.

This analysis highlights the importance of managerial practices on the decision of taking on apprentices. Apprenticeships are operated by firms and hence need to align with firms’ business plans and the decision of taking on apprentices might be complex due to the complex structure in an organisation. In addition, recruiting and training apprentices is a complex activity, involving significant inputs of senior members, especially the team leaders who provide personal guidance for apprentices. A hypothesis is that managers’ ability and motivation is vital in employing apprentices and the success of apprenticeships. Apprenticeships are unlikely to be successful if the managers are not in place to arrange suitable work for apprentices. A successful scheme encouraging employers to recruit apprentices depends on thoughtful consultation with employers.

This analysis explains the observations from the interviews that affect employers recruiting apprentices.


Observations from the interviews:

First of all, we observed that lots of apprentices are recruited by apprenticeship providers rather than employers via publishing job adverts on the government’s website, which is strange since apprentices are be employed by employers rather than the providers. Some hidden costs might be associated with employing apprentices. The responses suggest that providers have largely engaged in recruiting and screening apprentices as an additional service of the business. Some providers believe that the additional service provided for employers is value-added, additional to the training. From this perspective, they are providing as much value as they could to retain their clients. The providers will help employers to recruit, screen, and select the most suitable candidates and support the managers and apprentices throughout the training until they complete the training and become independent workers. The providers have argued that they have spent time on talking about procedures and guidance with employers. The evidence suggests that employing apprentices may put both pecuniary and non-pecuniary burdens on employers. The employers are specialised in their own businesses rather than recruiting and training apprentices, especially small firms which normally don’t have the capacity to deal with extra administrative duties. Some employers may have concerns about retaining apprentices after the training. In addition, due to limited managerial resources, the quality of apprenticeship is hard to maintain. The responses suggest that the retention rate is key for the firms hiring apprentices.

The decision of taking on apprenticeships might be complex and often involves different parties, in the same way as every business decision made. The majority of interviewers argue that line managers are vital to the success of apprenticeships. Not all line managers have committed to the idea of training apprentices, resulting in undesirable training outcomes. Since the decision of taking on apprentices might be a collective decision or may come from more senior managers, line managers may not be motivated to take on apprentices. However, line managers need to provide necessary guidance and distribute work to apprentices and are required to provide encouragement at a personal level sometimes. Contrary to experienced colleagues, training apprentices may substantially increase the workload as line managers need to provide guidance to the apprentices and communicate with providers and assessors.

At present, most vacancies are advertised on the website and the virtual platform may result in low efficiency of matching, especially when managers have a  lack of information on job seekers.[5] Employers often screen workers based on their historical performance on relevant tasks. In the absence of prior experience, it is hard to ascertain candidates’ genuine productivity. Good matches between employers and candidates also requires substantial knowledge of both the firms and young workers. Outsourcing agencies have emerged to help inexperienced candidates with high productivity to match with employers. Stanton and Thomas (2016) argue that workers affiliated with an outsourcing agency have a higher probability of finding a job and receiving a higher starting wage as well.[6]

There is divided opinion on whether it is hard to convince employers. It takes more effort to persuade line managers to take on apprentices when they would rather work with existing employees, suggesting the cost of running apprenticeships is associated with social cognition. Apprentices concentrate on several sectors where there is a long tradition of employing apprentices. Some providers argue that a company whose CEO was formerly an apprentice is more likely to accept apprentices . Most of the providers argue they will explain the procedures and the benefits of apprenticeships to employers and discuss with employers how to develop a plan for apprenticeships. On the other hand, some providers argue that the information is not enough for candidates to understand the nature of the job and the required skills, especially when the employer’s job description is vague. Some firms tend to make the job adverts quite generic as they may want more potential candidates to apply. But it may create issues for apprentices who usually are new to the job, potentially resulting in a matching problem.


Suggestions and implications

The government’s aim to increase apprenticeships might not be successful without comprehensive consulting with firms. Firms may need to adjust their business models to adapt to apprentices. Successful apprenticeships require collective efforts, especially the support from line managers.

The costs of running apprenticeships are often regarded as one of the most important factors affecting the decision of taking on apprentices. However, this analysis notices that some large firms are not sensitive to the direct costs, contrary to firms with smaller scale. In general, they argue that the cost might not be the most important reason for not employing apprentices and some providers argue that the wage is too low to attract good candidates. Moreover, one of the social costs of running apprenticeships is due to the low social recognition. This explains why the most successful firms operating apprenticeships often have senior managers who understand and share the value of apprenticeships.

Some managers might be reluctant to take on apprentices as there is no incentive. Given that managers are one of the fundamental factors of a successful apprenticeship, the government should not only provide financial aids to support employers to train more apprentices but also introduce the genuine benefits of apprenticeships, especially to managers, by disseminating research findings and communicating with them openly. The objective is to make employers and managers fully understand how to operate apprenticeships and what benefits apprentices could bring to the team. Firms should develop a suitable plan to allow apprentices to grow and keep the apprentices busy, investing time and effort in apprentices and help apprentices to make progress throughout their career.

In addition, the research also has some interesting observations. Generally, no issue on the flexibility of adjusting programs has been raised. But it is worth noting that some firms may have special needs as different businesses tend to have different models. Both digital skills and higher levels of apprenticeship have attracted more attention. Given the small number of interviews carried out for this report, it is worth noting that the discussions are indicative rather than definitive for all employers.

[1] House of Commons, Briefing paper CBP 03052.

[2] From April 2017, all UK employers of pay bill over £3 million need to pay the levy.

[3] The Open University. 2018. The apprenticeship levy: one year on.

[4] Mieschbuehler, R., Hooley, T. and Neary, S., 2015. Employers’ experience of Higher Apprenticeships: benefits and barriers.


[6] Stanton, C.T. and Thomas, C., 2016. Landing the first job: The value of intermediaries in online hiring. The Review of Economic Studies83(2), pp.810-854.

New publication from the Department of Psychology

A paper titled, Individual factors in the relationship between stress and resilience in mental health psychology practitioners during the COVID-19 pandemic” is now published in Journal of Health Psychology and is available at

This paper is an outcome of a QR funded project that was conducted by Dr Constantina Panourgia, Dr Agata Wezyk and Dr Ala Yankouskaya from the Department of Psychology in collaboration with academics from University of West London (Dr Annita Ventouris) and Catholic University of Lyon (Dr Amanda Comoretto) and a former BU MSc student (Miss Zoe Taylor).

This  paper explores the concurrent effects of pre-pandemic and COVID-19 stress on resilience in Mental Health Psychology Practitioners focussing on the mediation effects of specific individual factors. Optimism, burnout and secondary traumatic stress, but not coping strategies, self-efficacy, compassion satisfaction, or self-compassion, mediated both the relationship between pre-pandemic stress and resilience and COVID-19 stress and resilience. These findings may be explained by the increased workload caused by the pandemic, and the nature and duration of COVID-19. Very importantly, they address the role of training and supervision practices that allow Mental Health Psychology Practitioners to reflect on their capacity to deal with their job demands under circumstances of general and extreme stress and to identify early signs of burnout and secondary traumatic stress.

The research team plans to extend the above findings by examining the long-term effects of vicarious traumatisation on this group of professionals currently performing their duties in this complex historical moment.

Reflections on the 13th Postgraduate Research Conference

The recent postgraduate research conference, organised by the Doctoral College, offered a perfect opportunity to present my albeit early work, having just completed a systematic review prior to engaging in data collection and analysis in the second year of my PhD. Any opportunity to share/talk about our work is always valuable, encouraging discussion and questions that help us to clarify our thoughts and progress our research.

The conference programme offered a wide view of research being undertaken by PGR students across all the faculties, enabling glimpses into really fascinating research interests of others. We perhaps haven’t seen this as easily as we might have in previous years, because of the restrictions on face-to-face activity due to Covid-19, that have meant less opportunities for networking with others. In addition to the option to view online presentations, the conference hosts an online exhibition of recorded presentations and posters, that further support awareness of the scope of research being undertaken across the University.

A real strength of the conference was the enabling of networking with other PGRs on campus at lunchtime and after the presentations. There was a real positive and energising buzz in the room and the opportunity really supported the further development of my PGR identity as a student within the Doctoral College.

Thank you to the Doctoral College for organising the conference. I would highly recommend attendance at the conference, if not applying to be a presenter, or submitting a poster.

Tanya Andrewes.

PGR. Department of Nursing Science. FHSS

Dr Rafaelle Nicholson’s Expertise Features in House of Lords Select Committee Report

Evidence provided by BU’s Dr Rafaelle Nicholson has featured in a new House of Lords Select Committee report on a National Plan for Sport and Recreation, published on 10 December 2021.

The report calls on the Government to establish a national plan for sport, health and wellbeing to tackle inactivity. Failings in sport and recreation policy and fragmented delivery have resulted in little progress being made in tackling levels of inactivity, particularly in certain groups including women and girls, disabled people, ethnic minorities, the elderly and people from less affluent backgrounds. A national plan for sport, health and wellbeing will set clear goals and better coordinate departments to deliver real change.

Dr Nicholson, who is Senior Lecturer in Sport and Sustainability in the BU Business School, is one of the UK’s leading experts on sport and inclusion. Her current research examines the changing role of women in sports governance in the last two decades, problematising the “mergers” which took place between men’s and women’s sporting organisations in the 1990s which have created a situation whereby sports leadership in the UK is now heavily male-dominated. In her evidence to the Committee, cited in the final report, she noted that: “Women’s sport in the UK is now run predominantly by men whose background is in men’s sport and who therefore, consciously or unconsciously, prioritise the men’s game”, and critiqued “the normative priority granted to men’s sport by those sitting on boards”.

The Committee report recommends that “Sport England and UK Sport should be more ambitious and set targets to improve board diversity for… underrepresented groups including ethnic minorities and disabled people. Failure to make progress with the targets should be met with financial sanctions.”

The Chair of the Committee, Lord Willis of Knaresborough said:

“Sport and physical activity can change lives. The pandemic has made abundantly clear the pressing need to get the country fitter and more active. However, participation in sport and recreation is flat lining. The Olympic legacy did not deliver the more active population we were promised, and the latest figures show activity levels have declined since the pandemic. Something needs to change and now is the time to do it.

“To make the changes we need it is time for a new national plan for sport, health and wellbeing. That plan needs to be ambitious and coordinated, and carry the weight of the Government and Prime Minster behind it. That cannot be delivered if it is led by DCMS, a small department with an increasing focus on its digital portfolio. That is why we are calling for responsibility for sport policy to move to the Department of Health and be driven by a new Minster for Sport, Health and Wellbeing.

“The new plan would coordinate efforts of bodies such as Sport England, local authorities and schools to work together to make it easier for everyone to be more active. Our report sets out a number of key priorities and themes that could form the basis of the new national plan and make a real difference to activity levels across the country.

“There is currently a Health and Care Bill making its way through the House of Lords. Members of our Committee will now explore where we can propose suitable amendments to that Bill to deliver the changes we think are needed on this vital issue.”

The full text of the report can be viewed below:

PDF version –

HTML version –

Research process seminar this Tuesday 2pm on Zoom. Researching vernacular memory: Arts-based ethnography

You are warmly invited to the final FMC research process seminar of the Semester. And it’s a treat!

Researching vernacular memory: Arts-based ethnography – by Prof Emily Keightley (Loughborough University)

This talk will explore research methods for (media) memory studies. Using the research project Migrant Memory and the Postcolonial Imagination (a five year arts-based ethnographic research project) as a case study, the talk will cover issues of research design, ethical practice, engaging with postcolonial memory, and dealing with data collection and data analysis in multi-sited arts based ethnography.

Tuesday 14 December, 2-3pm

Meeting ID: 929 210 3478

Passcode: rps!4fmc

You are all very welcome to join

Hope to see you there

Dan and Sae


UK Government policy week on the Blog: R&D People and Culture Strategy

The R&D People and Culture Strategy was published by the UK government in July 2021. The strategy sets out the government’s ambition to build the research and innovation workforce the UK needs, working in a positive and inclusive culture.

People are at the heart of research and innovation. This strategy sets out a vision for attracting, retaining, developing and valuing the full diversity of people needed for an inclusive, vibrant research and innovation system that can fuel the UK’s recovery from the pandemic.

In her foreword, the then Science Minister Amanda Solloway described the strategy as a ‘call to action’. Building on work by people and institutions across the sector, the strategy sets out a step-by-step approach to foster the research and innovation culture needed.

The strategy has three priority areas:  People, Culture, and Talent. The outcomes required are:

People: Redefining what it means to work in R&D in the 21st Century

• Attracting enough people with the right skills, across all roles
• Dynamic, varied and sustainable career paths
• Great leadership skills at all levels

Culture: Co-creating a vision of the culture we want to see in the sector

• A positive, inclusive and respectful culture
• Recognition and reward of all the people and activities that lead to excellent research and innovation
• Bullying and harassment is no longer an issue in the sector
• People feel confident to engage with and contribute to research and innovation
• Frameworks, assessment and incentives at an institutional level that encourage positive behaviours and support an inclusive culture

Talent: Renewing the UK’s position as a global leader in R&D by attracting, retaining and developing talented people

• People from all backgrounds are inspired into careers in research and innovation by the UK’s talent offer
• The UK will be the most exciting place in the world for top research and innovation talent

Short- and long-term goals are set out in the strategy.

UKRI is developing an ambitious programme of work to support the delivery of the strategy, working collaboratively with partners to drive forward lasting change.

UKRI First steps

Among the near-term actions set out in the strategy, UKRI will work to:

  • create a good practice exchange to develop, test and evaluate ideas to improve culture sourced from the community, bringing together people from across the sector to work creatively
  • launch a consultation on a new deal for post-graduate research students later this year, seeking input on funding, access, models and career routes
  • pilot experimental approaches to public dialogue and community-led research and innovation
  • co-design with partners a joined-up talent offer, open to a diversity of people across all career stages, connecting sectors, disciplines and working cultures.

PGR Recorded Presentation | Hina Tariq

The 13th Annual Postgraduate Research Conference, hosted by the Doctoral College.

Hina Tariq (PhD, FHSS) with this presentation entitled: Development and content validation of contracture assessment screening tool.

Click the image below to watch.

You can view the full poster exhibition and pre-recorded presentations on the conference webpage.

If this research has inspired you and you’d like to explore applying for a research degree please visit the postgraduate research web pages or contact the Doctoral College dedicated admissions team.

PGR Recorded Presentation | Dennis Seaman

The 13th Annual Postgraduate Research Conference, hosted by the Doctoral College.

Dennis Seaman (PhD, BUBS) with this presentation entitled: The corporate governance effects of the audit committee informal process: Investigating practice in an emerging economy. 

Click the image below to watch.

You can view the full poster exhibition and pre-recorded presentations on the conference webpage.

If this research has inspired you and you’d like to explore applying for a research degree please visit the postgraduate research web pages or contact the Doctoral College dedicated admissions team.

PGR Recorded Presentations | Anna Marsh

The 13th Annual Postgraduate Research Conference, hosted by the Doctoral College.

Anna Marsh (MRes, FHSS) with this presentation entitled: Midwives and social media: friend request declined?

Click the image below to watch.

You can view the full poster exhibition and pre-recorded presentations on the conference webpage.

If this research has inspired you and you’d like to explore applying for a research degree please visit the postgraduate research web pages or contact the Doctoral College dedicated admissions team.

PGR Recorded Presentation | Rushan Arshad

The 13th Annual Postgraduate Research Conference, hosted by the Doctoral College.

Rushan Arshad (PhD, FST) with this presentation entitled: Towards the development of a simulation framework for collaborative process in context of industry 4.0.

Click the image below to watch.

You can view the full poster exhibition and pre-recorded presentations on the conference webpage.

If this research has inspired you and you’d like to explore applying for a research degree please visit the postgraduate research web pages or contact the Doctoral College dedicated admissions team.

Individual feedback survey on the REF 2021

Have your say on the Research Excellence Framework 2021 as part of the Future Research Assessment Programme, conducted by Research England, Scottish Funding Council, Higher Education Funding Council for Wales, and Department for the Economy, Northern Ireland.

The Programme is keen to understand the impact of the REF 2021 on the research community, and are asking for responses to a survey from any individuals with an interest or involvement in REF 2021. The survey will be open until 26th January 2022 and can be accessed here.

Call for International Talents in AI and Creative Technologies – CfACTs Recruitment

Bournemouth University will support international researchers to embark on three projects to develop machine learning and artificial intelligence driven solutions to tackle challenges in computer graphics community and digital creative industry. Research experience related to CNN, GAN, image processing, and computer vision are valued. The action is supported by EU Marie Skłodowska-Curie Actions (MSCA) COFUND scheme. The projects are hosted at the National Centre for Computer Animation and partnered with world leading VFX companies, including Framestore and Humain.

The recruitment for three postdoctoral roles is open till 27th Mar, 2022. Please feel free to distribute the news around.

Key words: Machine Learning, Artificial Intelligence, CNN, GAN, Rendering, Hair Modelling, Facial Modelling

Eligible applicants must:

  • Not have resided or carried out their main activity (e.g., work, study) in the UK for more than 12 months in the three years immediately prior to the call deadline
  • Be in possession of a doctorate or have at least four years full-time equivalent research experience.

Potential applicants can now register their interest via:

More details are available at the CfACTs webpage

To apply the jobs, please visit:

For any enquiries, please feel free to email: