RGU Director of Marketing & Communications

APPOINTMENT OF DIRECTOR OF MARKETING & COMMUNICATIONS

A Clear Future: for a leading university in a new era

The professional University

1

www.rgu.ac.uk

CONTENTS

THE OPPORTUNITY A CLEAR FUTURE About us

one campus-one vision garthdee 2020 DIRECTORATE OF MARKETING, COMMUNICATIONS & STUDENT RECRUITMENT

12

ROLE PROFILE CITY OF ABERDEEN CORPORATE MANAGEMENT ARRANGEMENTS SUMMARY OF TERMS & CONDITIONS HOW TO APPLY

14 16 18 20 21

2

4 6 8 10

3

THE OPPORTUNITY

4

The Robert Gordon University is one of the top modern universities in the UK, with a track record of dynamic leadership and a reputation as an innovative and ambitious university.

RGU has been ranked as the Best Modern University on a number of occasions in recent years (The Guardian 2011, The Times 2012 and 2013). We are the best university in the UK for employment, with over 97.7% of our undergraduates in work or further study within 6 months. Our success in this area is on a par with the finest universities in the UK. You will be joining us at a pivotal time. We have developed a new strategy, “A Clear Future for a Leading University in a New Era� and have articulated our planned differentiation in six strategic statements : oil and gas; health and wellbeing; arts and creative industries; smart data; employability plus and RGU and the region. We are currently developing our first business plan.

Our university strategy, supported by our campus investment, will give access to learning and a future life of career choices for those who have the ambition and aspirations, whilst also enabling us to engage even more with stakeholders, business and other key sectors of the economy.

We have staff who are highly committed to the University and who tangibly understand our strategy and their role in our success, giving us a reputation for being cohesive, confident and comfortable in our purpose and direction. In one word, we are professional.

5

A Clear Future: for a leading university in a new era

Our key strategic aims

Our vision

In order to achieve our vision, we will commit ourselves to a set of key strategic aims: • Teaching and learning: inspire all individuals to achieve their maximum potential and excel in the world of tomorrow.

• Extending access to learning: enable individuals to achieve their ambitions throughout life whatever their circumstances.

• Student experience: support students and graduates to enjoy and prosper within a vibrant learning community.

• Research: be recognised for our contribution to the growth of innovation through advancing internationally excellent translational research in our areas of strategic focus • Commercialisation: harness our intellectual and physical assets so they generate value to the economy and are profitable to the university.

• The regional community: contribute to and be an active leader in the development of the regional community.

• Partnerships: secure strategic partnerships with a small number of globally recognised universities and companies that will support the university’s key ambitions.

• Our university: empower staff and students to develop a strong and engaged community.

RGU aspires to be recognised, in Scotland and beyond, as a distinctive university leading and shaping the debate on the future of higher education and placing students at the centre of the education it offers. It will be known for the impact of its teaching, scholarship and translational research, the employability of its graduates, its influence in the region and nation, its growing global profile, and its strong interdisciplinary focus on a small number of key questions and issues of concern to the local and global community. It will achieve its goals in partnership with academic, voluntary, public and business organisations that share its ideals and aspirations. The university will enter the global university rankings, diversify and secure its income and resources, and enter into close collaborative agreements with key strategic partners. RGU will be a model university of the future and will shape its own culture, practice and organisation accordingly.

You can find out more about our history, plans and student body at: www.rgu.ac.uk/about/about-robert-gordon-university or view a short video about the university at www.rgu.ac.uk/about/about-robert-gordon-university/ about-rgu

6

7

About us

OUR HERITAGE

THE UNIVERSITY TODAY

The name Robert Gordon has been synonymous with education in Aberdeen since 1750 when the original college was founded from his bequest. With the addition of Gray’s School of Art in 1885, the School of Pharmacy in 1898 and the Scott Sutherland School of Architecture in 1957, the original college has evolved over the years into a substantial university – a leading institution of learning still able to draw upon this rich heritage.

The University generates an annual group income of circa £100 million.

We offer an impressive range of professionally focused courses across the arts and design, management, engineering and computing, health and social care and the applied sciences and technology. We are particularly focused on developing our key areas of strength; energy, health and social care, the creative industries and the knowledge economy.

We currently employ approximately 1,600 members of staff and deliver courses to around 17,000 students.

8

Of the 17,000 students:

LEAGUE TABLES

• •

• •

RGU has been ranked as the Best Modern University on a number of occasions in recent years (The Guardian 2011, The Times 2012 and 2013). In 2014, HESA data confirmed that RGU had the best graduate employment rates of any university in the UK (97.7%), an accolade we were also awarded in 2013 (for 2012) and 2012 (for 2011).

59% were Full time and 41% Part time Of the part time students, 83% were online/distance learning students 63% were undergraduate students 35% were postgraduate with the remainder in postgraduate research

Of the Undergraduates:

• 33% attended Aberdeen Business School • 27% enrolled in Design and Technology courses • 40% were enrolled in Health and Social Care courses

9

ONE CAMPUS, ONE VISION

10

OUR HERITAGE The name Robert Gordon hasVISION been synonymous with ONE CAMPUS, ONE

NORTH EAST SCOTLAND COLLEGE – AN ASSOCIATE COLLEGE

education in Aberdeen since 1750 when theatoriginal college All of the teaching at RGU now takes place the Garthdee was founded from his bequest.

With the The addition of Gray’s Campus on the banks of the River Dee. campus is Schoolup ofof Artthe in 1885, Pharmacy in 1898 and the made Facultythe of School Health of and Social Care, Aberdeen Scott Sutherland of Architecture in 1957, theThe original Business School, School RGU Sport, Gray’s School of Art, Scott college has evolved the years into substantial university Sutherland School ofover Architecture and athe Built Environment – a leading institution of learning stillEast. able to draw upon and the newest building, Riverside Riverside Eastthis rich heritage. opened in late summer 2013 and is the largest building on campus (34,000 square meters). The latest phase, the new THE for UNIVERSITY TODAY home Scott Sutherland and the Faculty of Design and The University generates an annualingroup of circa Technology, started construction Marchincome 2014 and is part £94.5 through corporate programmes, consultancy and of the million universities ‘Masterplan’.

The University also has the other business engagement, research in income and fee paying Administration building at Schoolhill the city centre whereor funded students. the Marketing, Communication and Student Recruitment

The strength of our regional commitment and also our understanding of the wider access agenda is reflected in our partnership with North East Scotland College. This is a truly outstanding alliance recognised by the Scottish Funding Council as a model for others. The College is an associate college of the University and there are articulation agreements across many subject areas leading to 2+1 and 2+2 progression.

COMMERCIALISATION The university has committed to an ambitious commercialisation strategy which seeks to enhance our sustainability. We use a broad definition including all our nonSFC and core grant funded activity in our commercial portfolio.

Each faculty will contribute differentially through fee paying students on open courses, corporate contracts, short courses, partnership delivery, research and other commercial activities such as the innovative RGU:Wellness development.

service is currently based.

We offer an impressive range of professionally focused courses across VIRTUAL the arts and design, management, engineering and THE CAMPUS computing, health social care and the applied sciences and The University hasand established a significant e-learning technology.based We are particularly focusedvirtual on developing capability, around the ‘Moodle’ learning our key areas of strength; and social care, therange creative environment.

Thisenergy, is usedhealth to support an extensive of industries and the knowledge economy. online/distance learning courses and to support the learning of on-campus students in blended approaches. Effective We currently employ approximately members of staff use of appropriate technologies is a 1,600 key element of the and deliver courses to around 17,000 students.

University’s plans to extend distance learning provision, including corporate learning, and to enhance the learning Of the 17,000 students: experience of all students.

• 59% were Full time and 41% Part time • Of the part time students, 83% were online/distance INTERNATIONAL learning students International students have long been attracted to Robert Gordon • 63% were undergraduate University and contributestudents much to our cultural • 35% were postgraduate withcommercial the remainder

fabric.

Expanding our cultural and linksinwith

postgraduate research overseas organisations has helped to create many exciting opportunities for our staff and students. Our commitment Ofinternationalisation the Undergraduates: to is evident in the establishment of an • 33% attended Business School International College Aberdeen at the University through Navitas in 2011.

11

DIRECTORATE OF Marketing & Communications

12

The Communication team provides media relations and external and internal corporate communication services to the university and also takes the lead in the delivery of key university-wide events like graduation and professorial lectures.

You will deliver through your personal contribution, leadership across the university and through your leadership and management of the marketing, communication and student recruitment teams.

Four managers will report to you with responsibility for communications, digital content, marketing, international recruitment and exchanges.

The International Recruitment team work with key stakeholders across the university to deliver the international student recruitment strategy, which aims to raise the international profile of RGU, recruit to target against country and course and sustainably diversify the international student population.

The directorate is under your leadership, and in collaboration with senior managers across the university, the team will develop and implement effective, efficient and integrated communications, marketing and external relations strategies and plans. These will support our university strategy and business plan ensuring a focus on those areas where a step change is required i.e. our commercial portfolio including international and full cost student recruitment, while protecting existing strengths. These strategies and plans and their implementation will build RGU’s profile, brand and reputation as well as supporting the achievement of ambitious business plan targets.

The Web team is responsible for maximising the effectiveness of the university’s digital communications channels providing a vibrant on-line presence for the university, working closely with our marketing, international and communication teams and others.

The Directorate team is also supported by a PA/Administrator who provides central administrative support across the team.

Significantly, we work closely with our internal customers, the academic schools, providing them with high quality, professional marketing and recruitment services that meet their needs and help them achieve their targets.

We also work closely with Alumni Relations, with Student Services (International Student Advice), the Study Skills and Access Unit (pre-sessional/English language courses) and Business Development.

Marketing, communications and student recruitment staff, including this role, is based at the Schoolhill Building in the city centre. The City Centre also hosts a number of other support departments including the Research and Enterprise and Business Development services. Although the role based here, there is frequent engagement with colleagues on our main Garthdee campus two miles away.

The Marketing team devise and deliver campaigns for undergraduate and postgraduate recruitment in the UK and Eire and for those seeking on-line learning options. They have a particular role to play in delivering major recruitment and conversion campaigns. They also work on smaller campaigns with academic colleagues to promote specific courses to niche groups increasingly utilising digital marketing.

13

ROLE PROFILE: DIRECTOR OF MARKETING, & COMMUNICATIONS

REPORTS TO (ROLE TITLE): VICE PRINCIPAL, STUDENT EXPERIENCE AND EXTERNAL RELATIONS

SCHOOL/DEPARTMENT: MARKETING, COMMUNICATION, INTERNATIONAL RECRUITMENT AND WEB

14

ROLE PURPOSE AND FOCUS :

KEY DELIVERABLES AND OUTCOMES EXPECTED:

• Develop and deliver integrated external and internal

See also key objectives on left.

•

•

•

marketing, international student recruitment, communications and external relations strategies that demonstrably deliver valued business outcomes in support of the university’s strategy and business plan in a cost effective manner; Ensure effective market positioning and reputation management; Create a single co-ordinated approach to external relations and internal communications activities across all stakeholders and all media including digital, design and print and events; Provide strong leadership and management to the directorate of marketing, communications.

1. Provide effective, visible leadership and strategic management of marketing, international & UK recruitment, web and communications teams, encompassing both direct line management and a broader university community.

Note that while external relations can include development i.e. alumni relations and fundraising, neither of these is part of the direct line management of this role, although clearly strong relationships will need to be formed with these functions.

Key objectives over the next 2-3 years are to: 1. Align integrated communications, marketing and external relations strategies, plans and resources with our university strategy and business plan ensuring a focus on those areas where a step change is required i.e. our commercial portfolio including international and full cost student recruitment, while protecting existing strengths.

2. Ensure RGU’s strategies and delivery capabilities and outcomes secure regional, national and where appropriate global profile.

3. Lead further development of the strategic project to scope and implement enhanced enquiry management processes leading to business benefits. This will initially focus on enquiry to enrolment.

15

2. Create and implement a prioritised and integrated marketing, communications and external relations strategy to support our business plan working collaboratively to ensure wide buy-in.

3. Review and redesign marketing, communications and external relations activities in support of the universities business plan. In particular our commercial portfolio will need support in order to maximise its potential.

4. Ensure evidence based sector and geography specific marketing and student recruitment activity for undergraduate and postgraduate recruitment across home, rest of UK, Europe and international.

5. Ensure professional advice on changes in student recruitment markets. Assess the implications for Robert Gordon University and make recommendations as appropriate.

6. Ensure the specification, negotiation and management of systems and service provided by external providers to support the university’s student recruitment objectives.

7. Lead further development of the strategic project to scope and implement enhanced enquiry management processes leading to business benefits. This will initially focus on enquiry to enrolment 8. Ensure RGU’s strategies and delivery capabilities and outcomes secure regional, national and where appropriate global profile, by developing key messages and ensuring these are used effectively internally and externally.

9. Lead further development as required of brand and corporate visual identify to ensure continued alignment with strategy and market positioning.

10. Ensure optimum use of web, social media and digital solutions where appropriate alongside print, events etc to ensure that marketing, communications and external relations activities. benchmark against the strategy’s “leading university” strap line.

11. Co-ordinate external relations activity which spans university functions.

12. Formulate and manage directorate budget ensuring all spend and activity is compliant with legislation/policy, is accounted for and evaluated for effectiveness against targets as well as external benchmarks.

DIMENSIONS:

KNOWLEDGE, SKILLS AND EXPERIENCE NEEDED: Knowledge: • Educated to degree level, with a relevant postgraduate

Lead and manage four university teams (27 permanent staff) who provide professional marketing, corporate communication, web and international and UK recruitment services.

and/or chartered professional qualification or equivalent experience • In-depth knowledge of marketing, communication and related business processes as related and applied to the university sector • Knowledge of higher education and social, market and technological developments that impact on market demand and customer choice • Knowledge of media and social media • A sound understanding of the legal and financial aspects of marketing, communication and recruitment as applied to the university sector • A thorough understanding of general management techniques in a large and complex organisation

Responsible for an annual operational budget of circa £3m plus any strategic project budgets.

Also responsible for negotiating and managing business relationships with significant external suppliers of university services (e.g. Hobsons Plc, British Council, NARIC, overseas agents etc)

DIRECT REPORTS: Five direct reports as follows: • Head of Communication • Head of International Student Recruitment and Exchanges • Head of Marketing • Web Editorial Manager • PA/Departmental Administrator

skills:

•

•

•

•

Heads of School/Department, Student Representatives, Student Services, Student Administration, Academic Affairs, Procurement, Finance, IT, Alumni Member of a range of university committees and working groups

•

External • Public sector partners, business leaders, sector industry

•

INTERNAL AND EXTERNAL RELATIONSHIPS: Internal • Board members, Principal, Deputy Principal, SPARG,

user and customer demands and expectations;

• High level analytical and thinking skills and the ability

In addition 22 indirect reports (permanent staff managed by the above) and circa 15 temporary staff employed at peak times for events/ambassadorial roles.

• The ability to understand and respond appropriately to

•

to take a strategic view, able to contribute to the organisations strategic thinking and corporate planning; Ability to lead, work with, motivate and command the respect of academic communities including academic managers and staff, students, and professional support staff; Adaptable and capable of mastering new responsibilities quickly and willingly; Sound judgment and practical problem solving skills including an enthusiasm for seeking innovative solutions; Excellent interpersonal, negotiating, influencing and communication skills including experience of representing an organisation externally in diverse situations at senior levels; Energy, flair and high levels of personal motivation and resilience.

experience:

bodies, peers in other Universities, VIP visitors, RGU:Union, RGU: Foundation, International College RGU Representative of RGU on appropriate external groupings

• Significant experience and a proven track record

•

•

•

•

16

in the successful management and delivery of marketing, communication and student recruitment services.

Significant experience in leading, managing and motivating diverse teams in external relations business functions (marketing, communication, recruitment etc.).

Proven experience of establishing and maintaining relationships with external partners and of successfully negotiating long term complex commercial agreements.

Experience of strategy and policy formulation and the implementation of complex change projects.

Experience of achieving significant results by working effectively with others, internally and externally.

LEADERSHIP: • Communicates a clear and consistent vision and is able to translate it into plans and actions that engage people.

• Champions change; looks for and implements better

•

•

•

• • • •

•

ways of working.

Treats people with respect; promotes and encourages fairness and equality.

Openly encourages and recognises the contribution of others.

Prepared to address challenging people issues when necessary.

Builds and maintains good working relationships.

Achieves high personal standard of delivery.

Demonstrates integrity and high ethical standards.

Is decisive, making decisions and taking action at the right time.

Builds and leads an effective team.

17

ABERDEEN CITY AND SHIRE

The Robert Gordon University is located in Aberdeen which is Scotland’s third largest city with a population in excess of 200,000 and 400,000 including the wider Aberdeen hinterland.

The Mercer 2010 ‘Quality of Living’ survey rated Aberdeen as one of the top world cities and second only to London in the UK. The city is known internationally as the undisputed European capital of the energy industry. However, it also has many other sides to its character. Not least because it is located on the edge of the world renowned Scottish Highlands and the spectacular Cairngorms, a magnet for walkers, climbers and skiers from across the UK.

Aberdeen is undeniably a wealthy city; it has one of the highest per capita incomes of any city after London in the UK. Such prosperity brings many benefits. The city boasts first-class facilities. Shopping and leisure opportunities are constantly expanding.

Schooling at all levels is well catered for, with secondary schooling, in particular, recognised for its quality in both the public and private sectors. The hotel sector continues to expand its full range of provision as you would expect of a global energy capital.

18

Aberdeen also offers a fine array of cultural attractions.

There is an eclectic mix of bars, cafés and restaurants and a host of modern entertainments including cinemas, theatres, museums, galleries and concert halls. And, throughout the year, Aberdeen also plays host to several entertaining and stimulating festivals including the Aberdeen Alternative Festival and the International Youth Festival.

Aberdeen International Airport has direct connections with the major ‘hub’ airports of Paris, Amsterdam and Oslo as well as London (Gatwick, Heathrow, City and Luton) and Dublin. It also has established connections with a wide range of other major UK cities.

Useful links To view our interactive site on Aberdeenshire, with excellent information on education, health, housing, transport and weather, please visit: http://www2.rgu.ac.uk/aberdeenshire/

19

CORPORATE MANAGEMENT ARRANGEMENTS CORPORATE MANAGEMENT ARRANGEMENTS THE BOARD OF GOVERNORS

STRATEGIC PLANNING AND RESOURCES GROUP (SPARG)

The Board of Governors of the University is constituted in accordance with The Robert Gordon University (Scotland) Order of Council 2006. The Board is composed of appointed and elected Governors who have experience of higher education, industrial, commercial, and public service sectors and a wide range of professional practice. Staff and Student Governors are elected and have equal standing with those others who are appointed. The Board of Governors has the following standing committees

• • • • • •

In ensuring the efficient management of the University, the Principal & Vice Chancellor is assisted and supported by the Strategic Planning and Resources Group (SPARG) which comprises a Deputy Principal and Vice Chancellor, two VicePrincipals and Pro Vice Chancellors, three Executive Directors (Finance, Human Resources and Information Technology), three Deans of Faculty and two other Deans (Learning Enhancement and Students). The Vice-Principals each carry a specific strategic role focussed on the teaching, research and student experience agendas and all members of SPARG carry wider portfolios which may change over time.

Chairman’s Committee Staff Governance Committee Audit Committee Finance and General Purposes Committee Nominations Committee Remuneration Committee.

SENIOR MANAGEMENT GROUP (SMG) The Senior Management Group comprises all Heads of School and appropriate Heads of Department within the University.

The SMG was established following a review of ‘involvement’ and communications to facilitate better and more frequent involvement in policy development and a better flow of information across the whole University. This group has regular meetings with SPARG.

THE ACADEMIC COUNCIL The Board are required to delegate to the Academic Council those functions relating to the planning, co-ordination, development and supervision of the academic work of the University. Academic Council is chaired by the Principal and Vice Chancellor. Much of the work of the Academic Council is delivered through standing committees, subcommittees, Faculty Boards, School Committees and course panels. As a result a large proportion of the University community are involved in its activities. The Principal reports to the Board of Governors on the work of the Academic Council regularly.

For further information, please visit: www.rgu.ac.uk/about/senior-management

THE ROLE OF THE PRINCIPAL AND VICE CHANCELLOR The Board of Governors is required to delegate to the Principal and Vice Chancellor those functions relating to the organisation and management of the University. The Principal and Vice Chancellor is the chief academic, administrative and accounting officer for the University, effectively the “Chief Executive”.

20

21

RGU: SPORT

Research and Enterprise Services

Alumni

Marketing, Communications and Student Recruitment

Academic Affairs (including Research Degrees Office)

Library Services

Student Administration

Vice Principal and Pro Vice-Chancellor (Research and Academic Support Services)

Estates and Property Services

Law School

Institute for Management, Governance and Society (IMaGeS) Research

Department of Management Institute for Innovation, DEsign And Sustainability (IDEAS) Research

The Scott Sutherland School of Architecture and Built Environment

Gray’s School of Art

School of Engineering

Department of Communication, Marketing and Media Department of Information Management

School of Computing Science and Digital Media

Dean of Faculty of Design and Technology

Deputy Principal and Vice-Chancellor (Academic Development and Quality)

Department of Accounting and Finance

Dean of Aberdeen Business School

Finance and Procurement

Director of Finance

THE BOARD OF GOVERNORS

Student Services

Dean of Students

Vice Principal and Pro Vice-Chancellor (Student Experience and External Relations)

The Board of Governors of the University is constituted in accordance with The Robert Gordon University (Scotland) Order of Council 2006. The Board is composed of appointed and elected Governors who have experience of higher education, industrial, commercial, and public service sectors and a wide range of professional practice. Staff and Student Governors are elected and have equal standing with those others who are appointed.

The Board of Governors has the following standing committees • Chairman’s Committee • Staff Governance Committee Secretary to the Board University Solicitor

Institute for Health and Wellbeing Research

School of Pharmacy and Life Sciences

School of Nursing and Midwifery

School of Health Sciences

School of Applied Social Studies

Dean of Faculty of Health and Social Care

Director of Planning and Policy Development

Principal and Vice-Chancellor

Department for the Enhancement of Learning, Teaching and Assessment

Dean for the Enhancement of Learning, Teaching and Assessment

The Gatehouse Design and Print Consultancy

December 2013

Records Management

Occupational and Environmental Health and Safety

IT Services

Organisational Development and Leadership

Executive Director (Information Technology and Communication)

Human Resources

Executive Director (Human Resources)

senior management organisation chart

SUMMARY OF CONTRACT TERMS & CONDITIONS

Conflict of Interest, Confidentiality & Intellectual Property Rights

Employee Performance Review You will be required to maintain your expertise and professional membership (where relevant), to undertake programmes of personal development, and to participate in objective setting during twice yearly performance reviews.

We will expect that all other paid or unpaid appointments or employments are declared as a part of the appointment process. We encourage appropriate external activity within the higher education community and beyond as this can enhance the University’s influence and reputation. However this can also lead to conflicts of interest and it is in the best interests of all stakeholders if other activities are declared, reviewed and properly approved. An annual declaration is also required by the Principal, SPARG and most other senior managers.

Our contracts include appropriate clauses that preserve for the University the right to confidentiality of its legitimate commercial interests and other rights over material property in its ownership.

Annual Leave You will be entitled to 33 days annual leave with pay per annum in addition to 10 Public and Statutory Holidays, fixed or variable at the University’s sole discretion.

Pension We operate under the Scottish Teachers and Local Government Pension Schemes. Contributions are made by employer and employee and they are both defined benefit schemes incorporating ill health and death/ dependants benefits. The schemes are widely recognised as excellent schemes. If you have a personal pension we will discuss with you the most appropriate arrangements.

Relocation We will agree with the successful candidate relocation assistance appropriate to his/her particular circumstances (subject to Inland Revenue conditions) but normally 12% of basic salary at appointment. You will be required to reside in Aberdeen or within 30 minutes travel to work distance of it.

Form of Contract & Notice Period The contract offered is expected to be a normal substantive contract. The notice period is negotiable but we would expect it to be not less than 6 months. However, there may be candidates for whom other forms of contractual arrangement would be beneficial and, at this stage, we are open minded as to the final outcome.

Other Benefits You will have access to a range of voluntary and salary sacrifice benefits, including personal healthcare, dental plans, health cash plans, childcare vouchers and cycle to work schemes, as well as an onsite sports centre and nursery. We are keen to ensure that your career move is appropriately rewarded and if circumstances dictate, we will discuss the terms of the overall package with the successful candidate. We do not offer car, car loan or leasing arrangements.

Sick Pay Sick Pay entitlement is generous (up to six months full pay and six months half pay) as would be expected under public service scheme arrangements, however, in the event of long term illhealth, we reserve the right to seek early medical evaluation.

Medical A pre-employment medical will be required of the successful candidate.

Disclosure Scotland A satisfactory outcome from Disclosure Scotland will be required of the successful candidate.

22

HOW TO APPLY

Our Executive Search Consultant, Hudson, has been engaged to assist with the recruitment of this post.

Applications should be sent to: neil.brown@hudson.com The closing date for applications is 12th December 2014 Please enclose with your application: • A full CV, including educational and professional qualifications, a full employment history showing the more significant positions, responsibilities held, relevant achievements, budgets and staff managed, and latest remuneration including any benefits; • A covering note of not more than two pages (total) summarising your proven ability related to the person and job specifications; • Daytime, evening and/or mobile telephone numbers (to be used with discretion).

23

A Clear Future: for a leading university in a new era

Robert Gordon University, Garthdee Campus, Garthdee Road, Aberdeen, AB10 7QE, United Kingdom Produced by The Gatehouse Design & Print Consultancy at Robert Gordon University Robert Gordon University, a Scottish Charity registered under charity number SC013781

24