Creation of role of gender and diversity coordinator that refers to top decision bodies

Problem (evidence)

A specialist in gender issues was needed to achieve the coordinated implementation of GEP. The findings of the Gender Audit and the scope of the GEP made it clear that the implementation process required the expertise and the full-time administration-level commitment of a qualified individual.  


To have a liaison specialized in gender-related issues to conduct the implementation of GEP together with the PLOTINA team and the GE Unit. Experienced also in the conducting of such plans and projects in institutional settings, this figure is expected to make a significant contribution to the institutionalization of gender equality and awareness at OzU. 


Funding needs to be allocated to the new position. The HR Unit’s specializations need to be utilized to create and disseminate the job advertisement, and to conduct the process from the evaluation of applications to the interviewing of shortlisted applicants. 

Brief outcomes

GEP implementation gained a significant momentum in all the Key Areas. The units and key individuals that were important in the implementation process were engaged and coordinated as intended. 

Key area

The governance bodies, key actors and decision-makers

Type of action

Creation of structures


Özyeğin Üniversitesi
Higher education institution

Action level of implementation

Departments, staff, students


A job advertisement for the Gender Equality Expert was posted to the national job announcement platforms, online and physical. The PLOTINA team distributed the same call to the relevant networks of academics and NGOs conducting gender-related projects.


Institutional administrative processes regarding the creation and the filling of a new post such as the gender equality expert were more complex and took longer than expected. Besides, this was a highly qualified position mixing academic and administrative skills. Although the job announcement attracted a considerable number of applications, qualified candidates were in fact few due to the nature of the post that combined academic knowledge and administrative experience.

Coping strategies

Implementation has been achieved through sustained communication and discussion with the relevant university bodies such as the Rectorate and the Human Resources Unit.  

Initial evaluation of the applications was made by the PLOTINA team. Shortlisted candidates were interviewed by a committee composed of the HR Unit and PLOTINA representatives.

Tips/strategies – Lessons learnt

The job description needed to be amply detailed and explanatory about the character and requirements of the post which integrated, as described above, academic and administrative skills. Working in close collaboration with the HR Unit both in the drafting of the job description and the interviewing and hiring processes proved to be extremely useful and beneficial. The HR Unit’s comprehensive knowledge of the structure and administrative working of the university was much needed to conduct the hiring process.  

More detailed Outcomes/Impact

The permanent presence of the Gender Expert in the University will contribute to the sustainability of the gender equality plans/practices and an overall cultural change in the institution.


The detailed description of the skills and background knowledge that the position required was used as a basis for the interviews and assessments.

Reflection/what we would do differently

Hiring a gender expert at the beginning of the GEP implementation process could have been more beneficial. The PLOTINA team members had been very active in the initial stages of the GEP implementation; however, an officially appointed person hired solely to further this process proved to be even more effective.

Unintended consequences

The presence of a gender expert energized the academic and administrative staff interested in working gender equality within the organization.