Professor Shivani Sharma stands as a trailblazer in UK academia, holding the esteemed position of deputy dean—a distinction that sets her apart as one of the youngest to achieve such a role. In a landscape where diversity remains a challenge, Professor Sharma defies the odds, representing not only the minority of women but also the even smaller percentage of Asian professors within the country's higher education sector.
In an interview with Asian Voice, she discusses her journey in academia, initiatives and representation.
Can you share your journey to becoming one of the youngest deputy deans in UK academia?
My career in academia started by accident after my final year project supervisor whilst I was studying a BSc in psychology who encouraged me to think about a PhD — something that I knew nothing about at the time. I went with their advice and secured funding for a doctorate. From thereon in, I got a feel for what it was like to work in higher education. I eventually became a lecturer where I had studied, and through encountering a few senior managers who invested in potential versus years of experience, I landed my first management position at 24. I learnt a lot fast, progressing through various leadership positions, and finding myself where I am today — 38, Professor and Deputy Dean at a university with a strong reputation for its career focus, a theme that resonates with me.
As Deputy Dean People, Culture and Inclusion, what initiatives have you implemented to foster a more inclusive environment within the institution?
My plans, working with the college leadership and academic community are still evolving. I hope to be able to draw on previous success in higher education as well as other organisational settings, starting with bold ambition and underpinning this with evidence and appropriate actions/ initiatives. And always co-created with those intended to benefit from their impact. I have previously worked to create specific opportunities to reduce disadvantages in research and scholarship arising from factors such as career breaks, caring responsibility, and sickness absence. In my current position, we are also looking at career ceilings by enabling people to be ready for the next role or indeed to recraft their next role by being able to experience other areas of work. I’m also passionate about workplace culture prioritising well-being and a big advocate for kindness. Therefore, I’ll be prioritising how we create everyday kindness and moments of connection for physical and mental well-being.
With only 30% female and 8% Asian professors in the UK higher education sector, what strategies do you believe are essential for increasing representation and diversity among academic staff?
The first thing is to demystify academic careers. I can’t speak for all families but certainly, within my own, large extended family, no one pursued academia as a profession. The more we can do to raise awareness of the career path, the better. And then, organisations have a major role in trying to understand barriers in recruitment, retention and progression that have unequal impact. For example, when including criteria in jobs, ask whether this is a genuine occupational requirement. Just a few years ago I saw a job that I really wanted to apply for and when I read the details, it stated that you could only apply if you were a professor already. The role was not a research position and didn’t need a professorship.
In a nutshell — help people understand the career path and then remove obstacles to entry, retention and progression. Easier said than done!
Balancing a successful career with motherhood can be challenging. How do you manage this balance, and what advice do you have for other working mothers?
Be kind to yourself. I love being a mum — I have a 5-year-old boy and a 7-year-old girl. With both, I took 9 months of maternity and then returned to work full time. I have a lot of purpose stitched to my work and this gives me a sense of identity and ambition. But that can come with being overly hard on yourself too when you are trying to have it all but some days don’t feel like the best mum or best manager, though no plates have smashed. Ambition balanced with self-care has been a must. The most important path to balance for me however has been my partner and how we manage the home together. Balance doesn’t just require me; it requires the partnership.
Employers allowing flexibility in how work is done is also a major part. I have never felt the need to change roles or be less ambitious, because I’ve had an organisational culture that supports working parents, often because I spoke loudly for those of us in this position but being mindful that this isn’t at the expense of balance for others.
In your opinion, what are the most pressing issues facing academia today, particularly concerning inclusivity and diversity, and what steps can be taken to address them?
There is a lot of talk in society about equity of opportunity and outcomes. People are certainly astute to tokenism and so the sector needs to be genuine in efforts to address diversity, inclusion, and equity for our students and workforce. However, awareness of the wider narrative in society is important, but shouldn’t be distracting.
For the workforce specifically, a major issue is maintaining the pull factors of careers in higher education with stories of people opting to exit or not considering academia at all because of the way it is experienced. That’s where leaders need to be tuned into the changing demands across all types of job roles, using a values-based approach to cultivate environments where people feel able to do their job and to grow personally and professionally in the process. I can’t detail an action plan here but listening, willingness to unlearn, and co-creation of action has to be the way forward.