Head of Department of Mechatronics and Robotics

Xi'an Jiaotong - Liverpool University – School of Advanced Technology (SAT)

ACADEMIC DISCIPLINE: Mechatronics and Robotics

LOCATION: Suzhou Campus

About XJTLU

In 2006 Xi’an Jiaotong-Liverpool University (XJTLU) was created by the University of Liverpool and Xi’an Jiaotong University – a top ten university in China. Offering a unique international education experience, XJTLU brings together excellent research practice and expertise from both institutions and gives students the skills and knowledge they need to secure careers in a global marketplace. XJTLU now has over 25,000 enrolled students in both Suzhou and Liverpool in the UK, with plans to grow to about 28,000 students by 2025. There are currently about 2,000 staff, among which about 1,000 academic staff, with an almost even split between citizens of the People’s Republic of China and international passport holders. XJTLU offers our undergraduates and postgraduates over 100 programmes with a diverse spectrum of courses.

XJTLU is entering a new and exciting phase of its development as part of its strategic priorities for the next ten years. Adopting a new higher education model based on the concept of Syntegrative Education (SE), XJTLU is currently opening a new Entrepreneurial Education site in Taicang, part of wider Suzhou, where the Entrepreneur College (Taicang) is located. The Taicang site will be a pioneer of, and educational model for, the future campus in addressing challenges arising from the 4th Industrial Revolution. Other new initiatives include new working partnerships with Xi’an Jiaotong University, the continued development of the four new Academies, and exploration of further potential locations to develop the SE model.

With a focus on innovative learning and teaching, and research, XJTLU draws on the strengths of its parent universities, and plays a pivotal role in facilitating access to China for UK and other institutional partners. At same time, XJTLU is exploring future education by blending the educational theory, best practice and culture from west and east.

For detailed information about the university, please visit www.xjtlu.edu.cn.

About the School and Department

Established in 2019, School of Advanced Technology (SAT) at Xi'an Jiaotong-Liverpool University consists of 5 Departments-- Intelligent Science, Computing, Mechatronics and Robotics, Electrical and Electronics Engineering and Communications and Networking, and SAT programmes offer a combination of solid academic knowledge and cutting-edge technological theories at a recognized international level.

The Department of Mechatronics and Robotics (MEC) is committed to conducting cutting-edge research in the area of mechatronics and robotics through publishing high-quality papers, filing patents, collaborating with industry, and enhancing relations with local and international academic institutions. Our department has already delivered world-leading and impactful research outcomes to benefit society at large. The main research fields include, but are not limited to:

• Networked Mechatronic Systems
• Robotics and Control
• MEMS and Bio-MEMS
• Product Design and Optimisation

Role Overview: Head of Mechatronics and Robotics

The position of Head of Mechatronics and Robotics (HoD) is crucial to the effective operation of SAT and XJTLU. Departments are the fundamental building blocks of the university, and the Head is the most important

communication link between the university and the individual member of academic staff. The HoD is responsible to the Dean of their School and the Vice President for Academic Affairs for the entire operation of the department and the professional behaviour of each individual member of staff. The HoD is a key leader, manager, and administrator without which the university cannot function. The term of appointment is three years.

Leadership

1. The HoD provides leadership, academic direction and oversight to the department.
2. The HoD leads the departmental strategic planning process. The Departmental Strategy is the fundamental guideline for the operation and development of the department. The university has a system of rolling three year plans to identify annual operational objectives and resource planning.
3. It is the responsibility of the HoD to work with the Dean and Associate Dean for Learning and Teaching of their School to ensure that teaching of the disciplines falling within the remit of their department maximises market opportunities.
4. It is the responsibility of the HoD to ensure that the content of modules is up to date; and that new advances in teaching technology and academic discussions are facilitated and accommodated.
5. The HoD is responsible for overseeing individual performance in all aspects of operation.
6. The HoD oversees the development of the Department’s external engagement. The aim of such outreach activities is to help the department integrate into the university and appeal to the wider community. This is important for ensuring the department’s resource base and for publicising its activities, which in turn will aid the development of its capacity. Outreach includes areas such as engagement with other departments within the University, external organisations, knowledge exchange (applied research) activities, and Executive Education.
7. The HoD plays a leading role with other Heads of Department in the school.
8. The HoD contributes to school strategic planning and actively supports achievement of its goals.

Administration

1. The HoD is responsible for the organisation and administration of the department. In some cases, the Head carries out the task themselves. In other cases, tasks are assigned through delegation.
2. The HoD will develop and implement the department’s individual work allocation model. This is a fundamental guideline for effective and efficient workload allocation and people management within the Department.
3. The HoD is responsible to the university and school for the implementation of all academic and operational policies, rules and regulations. Of particular importance in this regard is the conduct of examinations and marking and moderation regimes; implementation of the staff attendance and absence policy; observance of the staff code of conduct; observance of quality assurance processes and procedures; and adherence to the university’s language policy.
4. The HoD delegates tasks to members of the department, who through their involvement will feel greater engagement with the work of the department. Greater engagement also plays an important role in succession planning, where less experienced colleagues can be developed to a point where they can assume a role of this significance.
5. An HoD may be asked to take on specific administrative tasks by the university. These include service on committees or working parties; chair of review panels; and other more specific duties.
6. The HoD is directly responsible within the Department for:

• • Strategic and annual planning
  • Individual staff work allocation
  • Budget development and expenditure
  • Financial approvals for expenditure from departmental budget
  • Ensuring quality and standards are upheld
  • Staff appointments; identifying need, defining the specification and justification, organising recruitment, overseeing interview panel arrangements, and recommending appointment
  • Formal staff Professional Development Reviews and processes
  • Staff disciplinary issues
  • Student disciplinary issues and complaints
  • Assignments of administrative duties to other staff
  • Implementation of staff attendance and absence policy
  • Leave of absence approvals
  • Dissemination of information regarding the development of the university, especially changes to policy, university regulations, and issues discussed at the Academic Leadership Group.
  • Maintenance of record of staff authorised and unauthorised absences
  • Ensuring that the requirements of PRC legislation and XJTLU regulation on Health and Safety are all met.

Management

1. The HoD manages all academic staff, along with all academic and administrative functions of the department.
2. The HoD manages rather than directly administering. The HoD ensures that staff carry out their duties professionally, effectively, and at the highest standard possible. Management entails talking and communicating with people, providing support to them in their work, ensuring direction and providing useful and meaningful feedback to enable departmental work to be successfully completed.
3. The HoD also provides in-line supervision and management of some individual staff.
4. The HoD is responsible for the effective management of the Professional Development Review system within the Department.
5. The HoD is the manager of Health and Safety in the Department.

Key relationships

1. The HoD is managed by the Dean. Any change in formal supervisory relationship for Heads of Department will be determined on a case-by-case basis, with the approval of the VPAA and EP.
2. The HoD is responsible for the Department and reports to the Head of School (Dean’s office)
3. The HoD works closely with the Associate VP for Teaching and Learning and Research to ensure the development of programmes of Teaching and Learning, and Research outputs.
4. The HoD works closely with the Director of the Centre for Academic Affairs to ensure the maintenance of, and adherence to, the university’s regulatory environment.
5. The HoD works closely with the school manager who acts to support the academic work of each department.
6. The HoD works closely with other HoDs in the same School to ensure the development of research synergies, provision of administrative services and economies of scale, and activities to raise the profile of the cluster and its departments.
7. Each HoD works closely with other HoDs, especially through the Academic Leadership Group, which is the key forum in the university for the discussion of academic operational affairs.
8. The HoD meets regularly with their direct reports within the Department.
9. The HoD meets regularly with all staff in the Department.
10. The HoD is leader and mentor to all staff in the Department, especially to junior staff.

Responsibilities

1. The HoD is responsible to the Dean of their School and the Vice President Academic Affairs for the academic development of the department. This includes research performance, teaching delivery, and outreach activities.
2. The HoD is responsible for the regular assessment of teaching and research outcomes, and works with relevant administrative departments for the improvement of teaching and research outcomes.
3. The HoD is responsible for ensuring the application of all university policies and regulations by members of staff in the department.
4. The HoD is responsible for ensuring adherence to the laws and directives of the People’s Republic of China by staff in the department.
5. The HoD speaks with university authority within the department. This authority is particularly important in safety matters. The HoD’s authority may only be countermanded by the Dean of the School or the VP for Academic Affairs.

QUALIFICATIONS AND EXPERIENCES

• Candidates must be a Ph.D. holder in a relevant subject from a world-renowned university, or be able to demonstrate an equivalent professional practice and engagement.
• Candidates must demonstrate a strong academic background, preferably with knowledge of practice-as-research.
• Candidates must demonstrate a willingness and enthusiasm to embrace and manage change, and actively engage with new educational models such as Syntegrative Education (SE).
• Candidates shall become familiar with and observe Chinese and UK rules and regulations of higher education.
• Candidates shall have management experience with good people skills.
• Candidates must have rich experience in research, academic leadership, strategic planning, people management, as well as academic management experience in a university, research institution or similar functions/areas.
• Candidates must demonstrate a good track record of engagement with students and industry.
• Candidates must have a high level of communicative competence in English; an equivalent knowledge of Chinese would be an advantage.
• Candidates with administration and management experience in international universities or Sino-foreign joint universities are preferred.

CITIZENSHIP AND VISA REGULATIONS

Employment at Xi’an Jiaotong-Liverpool University is regulated by Chinese Labour Laws, and must comply with the regulations of the provincial government. These regulations stipulate who is eligible for legal employment with regard to obtaining work permits and visas. Please be advised candidates over 65 may be not eligible for a work visa in the P.R. China.

COMPENSATION & BENEFITS

SALARY: Competitive salary in the market

BENEFITS

1. Allowance: XJTLU provide various month/annual/one-off allowances as

• Housing allowance
• Travel allowance
• Children’s education allowance
• Relocation allowance

2. Commercial insurance: international insurance plans customized for XJTLU staff and family members. (details refer to the University Policy)

3. Paid holidays:

• Statutory Holidays (13 days)
• Annual Leave (34 days, including University closure days)
• Family Matters Leave
• Paid Sick Leave
• Marriage Leave
• Paternity Leave
• Parental Leave

4. Working visa and residence permit in China: XJTLU sponsors working visa and residence permit in China for the staff.

HOW TO APPLY

Applications must be submitted in a single pdf file that includes 3 parts in the order of:

• A cover letter
• A current CV, including country of citizenship, and highest degree level
• Contact Details for three references

For specific enquiries relating to the position, please email to Professor Eng Gee Lim, Dean of School of Advanced

Technology by email on enggee.lim@xjtlu.edu.cn or to HRBP on Mingyu.Yuan@xjtlu.edu.cn.