::
CEITEC MU Postdoctoral
Programme: Status Report
Strategy and Science Department
January 2019
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This report compiles information about postdoctoral researchers at CEITEC MU and summarises the
activities dedicated to this group of researchers that has been initiated recently. It also includes a plan
of activities for 2019 including available budget and suggests actions for the coming year(s).
Content
Content ......................................................................................................................................... 2
1. Postdoctoral Fellows at CEITEC MU .................................................................................... 3
1.1. Formal Requirements of Postdoctoral Fellowship at CEITEC MU ................................ 3
1.2. Gap Analysis Results..................................................................................................... 4
1.3. Current Postdoc Demographics at CEITEC MU............................................................ 6
2. Postdoctoral Programme Strategy....................................................................................... 8
2.1. Communication with Postdocs....................................................................................... 8
2.2. Administrative Support for Postdocs.............................................................................. 9
2.3. Postdoctoral Peer Committee ......................................................................................10
2.4. SWOT Analysis ............................................................................................................11
2.5. Action Plan ...................................................................................................................12
3. Current Projects / Financial Resources for Postdoctoral Programme ...........................14
3.1. NPUII............................................................................................................................14
3.2. LIBRA...........................................................................................................................14
3.3. MEDGENET.................................................................................................................15
3.4. OP VVV Capacity Development ..................................................................................15
4. Conclusions..........................................................................................................................16
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1. Postdoctoral Fellows at CEITEC
MU
Postdoctoral researchers at CEITEC MU are highly valued employees who contribute to the overall
success of the institution. A postdoctoral fellow, also called POSTDOC, participates in research
carried out by the team and is responsible for the specifically assigned project. A postdoc is appointed
for the purpose of training to develop the ability to reason in a scientific manner, formulate hypotheses
independently, and to perform independent research. It is an excellent opportunity to fully develop the
skills acquired throughout PhD studies.
The role of the postdoctoral fellow has been traditionally seen as a training position, bridging the gap
between PhDs and a long-term group leader position or tenured academic position. As more PhD
graduates are being produced, this traditional role of postdoctoral fellowship is also changing, because
there are not enough tenured academic positions to accommodate all PhD holders. Many postdocs
are aware of this situation and are seeking to develop technical and other skills with an eye to a career
in industry, business or government, while many are still keen to progress to more senior academic
positions. International mobility is another increasingly important factor for successful scientific career
and CEITEC MU responded to this trend with the recently approved Career Plan.
There is a huge body of scientific evidence that happy team members produce better results.
However, global research suggests that most postdoctoral researchers are stressed by peer pressure,
high demands by their supervisors, potentially insufficient supervision and a high degree of uncertainty
about their future career. CEITEC MU is aware of the challenges todays postdocs are dealing with and
would therefore like to respond with development of a postdoctoral programme with emphasis on
career development and job satisfaction. The goal of successful postdoctoral program should be to
provide access to not only technical training within the research groups but also develop soft and
transferable skills, facilitate and support mentoring activities, networking, funding opportunities, as well
as provide safe space for postdocs to meet, socialize and provide peer support. This report describes
current status of postdoctoral fellows at CEITEC MU and suggest strategies how to manage
postdoctoral education in alliance with the overall strategy of CEITEC as a centre of scientific
excellence.
1.1. Formal Requirements of Postdoctoral Fellowship at
CEITEC MU
General minimum requirements for the postdoc position at CEITEC MU stated in Measure of the
Director No 2018/08 are as follows:
1. Sufficient publication activity corresponding to the current stage of the employee’s career and
to the field of research in which the employee publishes his/her work.
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2. Ph.D. or similar degree
3. Max. 8 years after Ph.D. study (maternity/parental leave is not included in this period of time)
4. The postdoctoral internship must take place at a different institution from the one where the
Ph.D. study took place. In exceptional cases, a second/additional internship at the home
institution may be carried out after the competition of the first postdoc internship.
5. English knowledge at least at the level of B2, according to the European Reference
Framework.
Employment agreement concluded in a definite time period of 3 years, with a possibility of extension
for, typically, 3 additional years, subject to the current financial situation (in relation to implemented
projects) and the scientific performance of the employee. The postdoctoral traineeship is a nonacademic
position.
1.2. Gap Analysis Results
PhD and Postdoc Survey was performed at CEITEC MU as a part of the HR Award Gap Analysis in
December 2017. In the scope of this survey 26 postdocs answered the quantitative part of the survey
and 18 postdocs answered the qualitative part of the study. This chapter provides quick summary of
responses of CEITEC MU postdocs.
According to the results of the qualitative survey, postdocs assess their overall experience more
positively than PhD students. Based on the analysis, the most important variables for postdocs are a
stimulating and motivating work environment, clear career track at CEITEC, clear definition of
what is expected from postdocs (including clarification of reasons) and mutual agreement on
what should (and should not) be a part of their job, being informed of their rights and
responsibilities as a CEITEC employee, having functional lab management, including health
and safety rules that are not only well-defined, but also properly implemented.
The table below summarizes the results of the quantitative survey conducted as a part of the Gap
Analysis.
Table 1: Distinctly positive and negative items as perceived by postdocs
Distinctly positive item results Distinctly negative item results
• Ethical standards and practices are
followed accordingly
• Research relevant to society, not
duplicating research previously
carried out elsewhere
• Internal communication needs changes
• Mobility (having opportunity)
• Unclear career track
• Being aware of job opportunities
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• On-boarding (by supervisor)
• Gender equality during recruitment
process
• Appropriate amount of autonomy
• Competences in grant area
• Work-life balance
• Child support
• Representation of group interests
• Job description / real job
• Instability regarding employment contract
and conditions
• Training for postdocs
Below is the summary and interpretation of the qualitative part of the survey – open end questions.
Negative Aspects: Regarding postdocs, they most frequently mentioned Work Justice and Lack of
information (n = 4; 19.04 %). Postdocs almost did not mention Relations with colleagues and Free
time (n = 1; 4.76 %) and did not mention Work governance at all. However, as stated before, postdocs
could dislike things they did not mentioned as they were asked to report the most negative thing(s).
Positive Aspects: Regarding postdocs, they also most frequently mentioned Relationship with
colleagues and Research environment (n = 5; 23.81 %). And they did not mention Supervisor
guidance, Job opportunities, CEITEC Reputation, Management perception and Job satisfaction at all.
However, as stated before, postdocs could like things they did not mentioned as they were asked to
report the most positive thing(s).
Top Down Negative Topics: Regarding postdocs, they most frequently mentioned Working
conditions (n = 9; 42.86 %) and Career system, supervision and training (n = 7; 33.33 %).
Postdocs almost did not mention Internal culture and governance and Job satisfaction (n = 1; 4.76 %).
However, postdocs could dislike things they did not mentioned as they were asked to report the most
negative thing(s).
The qualitative part of the survey found out that primary topics of insufficient career development,
work injustice, job insecurity and lack of information co-occur more often for postdocs than PhD
students.
In overall, it should be noted that cluster analysis is usually done on a larger dataset. Even though
around 10 % of the CEITEC junior research staff participated in the survey, one should treat these
analyses with caution. We should not generalize these results without any further confirmation through
other analyses or focus groups. These results are only hints therefore other evidence is of great
importance.
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As the next chapter will suggest, postdoc demographics are changing continuously and so might be
changing the needs of the target group. Part of proper management of postdoctoral programme is
constant dialogue with the target group backed by quick and strategic actions that are in coherence
with the overall strategy of CEITEC MU.
1.3. Current Postdoc Demographics at CEITEC MU
Currently (January 2019), there are in total 47 postdocs at CEITEC MU (39 foreigners; 46 Czech).
Internationalization rate is 77 %. Genders are very well balanced: 24 female and 23 male.
Postdoctoral researchers at CEITEC MU comprise of 16 nationalities (Australia, Czech Republic,
China, Finland, Croatia, India, Iran, Italy, Canada, Germany, Poland, Russia, Greece, Slovakia,
Slovenia, and Spain). The average age of our postdoc is 35 years; the oldest is 50 (unprecedented)
and the youngest 29 years old. The length of the postdoctoral work on the current sample at MU
CEITEC is three years on average, with a maximum of seven years. 14 postdocs staid at CEITEC MU
longer than three years, and six postdocs longer than five years. Postdoctoral researchers are
represented in all the CEITEC MU research areas (Table 1). An updated list of postdocs at CEITEC
MU is prepared by HR department twice a year (31.12 and 30.6) and serves for communication
purposes with the target group and related issues.
Table 2: Distribution of postdocs among Research Programmes (RP) and Research Groups at
CEITEC MU
RP1 2
Lenka Zajíčková 2
RP3 21
Jaroslav Koča 1
Jiří Nováček 1
Jiří Šponer 1
Konstantinos Tripsianes 1
Lukáš Trantírek 1
Pavel Plevka 4
Peter Josef Lukavsky 2
Petr Skládal 1
Radek Marek 5
Radovan Fiala 1
Richard Štefl 1
Robert Vácha 1
Štěpánka Vaňáčová 1
RP4 13
Hélene Robert Boisivon 2
Jan Hejátko 1
Karel Říha 4
Martin Lysák 1
Michal Šmída 1
Ondřej Slabý 1
Tomasz Nodzynski 2
Zbyněk Zdráhal 1
RP5 9
Dalibor Blažek 2
Dmitriy Chudakov 1
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Mary O'Connell 3
Panagiotis Alexiou 1
Šárka Pospíšilová 2
RP6 2
Michal Mikl 1
Milan Brázdil 1
Total 47
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2. Postdoctoral Programme Strategy
Department of Strategy and Science is currently reposible for the managemet of issues related to
postdoctoral fellows at CEITEC MU. We acknowledge the strategic importance of this target group,
because of their direct influence on PhD students and group leaders alike. Postdoctoral fellows
posses already substantial research experience and are on the same time adaptable and open to
learn new skills and adopt new practises. This makes them very important group of scientific
employees who can serve as pilots for any desired instituional change, as for example in the areas of
technology transfer or open science.
In November 2018, CEITEC MU invested into the career development of postdocs. Fifteen postdocs
participated in the Professional Development Course for Young Scientists with emphasis on selfleadership.
The three-day course run by experienced coaches from HFP Consulting (Heidelberg) was
packed with valuable multidisciplinary content, based on models used in psychology and
management, such as transactional analysis, goal setting, motivation, prioritisation, delegation, and
negotiation. All tools were directly applied through group exercises and practical applications into the
context of a scientific institute. Participants from this course formed the foundation for the CEITEC
Postdoc Peer Committee with the aim of identifying and solving needs of CEITEC MU postdocs.
Feedback from this course, which can be found in the attachment, was extremely positive.
2.1. Communication with Postdocs
Department of Strategy and Science recently created a web site dedicated to Postdoctoral
Programme with the aim to attract new qualified applicants for postdoctoral fellowship to CEITEC MU
and to direct CEITEC MU postdocs to other relevant information sources. This website serves as a
first gateway for communication with external as well as internal audience and should be continuously
updated to serve as an evidence that CEITEC MU is highly attractive and globally competitive
research institute.
The Department of Strategy and Science with collaboration with the PR Department and Post Peer
Committee recently finalized the promotional flyer for Postdoctoral Programme at CEITEC MU. The
electronic and printable version of this flyer can be used by research group leaders and the HR
department for the promotion of vacant postdoctoral posts at CEITEC MU.
Following channels are used for internal communication with the CEITEC MU postdocs:
• Emailing List: updated list of all CEITEC MU postdocs allows to address this target group
regarding important job related matters concerning this target group postdocs@ceitec.muni.cz
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• Facebook Group: CEITEC POSTDOCs has been created and serves as an informal
communication platform for CEITEC Postdocs. Content relevant to postdoctoral career
development, interesting events and interesting information concerning life in Brno is being
regularly updated. Postdocs also use this Facebook group to inform each other about
upcoming interesting social gathering. All CEITEC MU postdocs were invited to join this group.
• Postdoc Peer Committee: Postdoc Peer Committee is currently fully functioning peer
organisation that meets once per month and serves as an excellent channel for delivering of
more complex institutional content.
• CEITEC MU Postdocs Microsite: The Postdoc Peer Committee was calling for establishment
of an internal microsite that would consolidate all information concerning postdocs at CEITEC
MU. The postdocs feel that such consolidated information source is currently unavailable and
would greatly contribute to transparency that seems to be currently not sufficiently
communicated. The microsite is currently under preparation.
2.2. Administrative Support for Postdocs
As already the Gap Analysis indicated, effective administrative support provided by the institution is
highly valued by postdoctoral fellows. Several administrative departments are supporting postdocs at
CEITEC MU and the Department of Strategy and Science and collecting feedback on ongoing basis to
improve their quality and efficiency.
• Strategy and Science Department – the department implements the concept of education
and postdoc trainees support programme. It ensures communication with trainees, organizes
regular workshops focused on career development including transferable, interpersonal and
managerial skills. The department and supports organization of other scientific activities and
social events. It provides the trainees with all relevant information and support.
Administrative Guarantor of Postdoctoral Programme – Kateřina Ornerová
Training Coordinator and Secretary of the Postdoc Peer Committee - Ester Jarour
• HR department - Welcome Service – provides international workers with relevant information
and support. It helps them to cope with the red tape burden so as they can fully concentrate
on their research activities. The service is available prior to their arrival to CEITEC as well as
during their whole stay. Furthermore, the HR helps with admission procedure, appraisal of
postdocs, etc.
Welcome service – Zdeňka Bártová
HR activities – Tereza Klejdová
• Grant Office – provides consulting services with the aim to use European grant schemes for
the development of international research cooperation. It ensures a comprehensive service in
the field of support of the science focused on active creation and identification of opportunities,
the establishment of new contacts, preparation of projects and their management in the phase
of realization. The department also regularly organises course on grant writing specifically for
this target group.
Grant support – Ladislav Čoček
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2.3. Postdoctoral Peer Committee
CEITEC MU has recently established the Postdoc Peer Committee (PPC). The role of scientific
guarantor was accepted by research group leader Michal Šmída who has wide experience with
postdoctoral training. The first kick-off meeting was held in December 2018. The aim of this meeting
was to introduce the members, to prepare SWOT analysis of postdoctoral fellowship at CEITEC MU,
and to elect the leaders of PPC (chair and co-chairs). The goal of PPC is to hear the voice of CEITEC
MU postdocs, to understand their needs and jointly seek for solutions to problems that can be solved.
Postdocs are drawn to grass-roots activism to create better working conditions for themselves and
their peers. In doing so, they can pick up and polish skills such as negotiation, time management,
communication and leadership that aid their own career development. The Postdoc Peer Committee
identifies institutional strengths and weaknesses, suggest and jointly with the administration
implements solutions that fit the postdoc needs. The committee can suggest which soft and
transferable skills courses will be offered to postdocs at CEITEC MU, which scientific and social
events for postdocs will take place so that the no one feels isolated and interdisciplinary collaborations
can flourish. General tasks, responsibilities, schedule and other rules of PPC will be set up by PPC in
2019. The list of members including their role is provided in Table 3.
Table 3: Members of Postdoctoral Peer Committee Including Roles
First Name Last Name Research Group Role at PPC Position
Michael Owen Robert Vacha Chair PostDoc
Cina Foroutan-Nejad Radek Marek Co-chair PostDoc
Jaclyn Quin Mary O'Connell Co-chair PostDoc
Tina Catela Ivkovic Ondřej Slabý Co-chair PostDoc
Marek Sebesta Richard Stefl Member PostDoc
Selvaraj Chandrabose Jaroslav Koča Member PostDoc
Aswathy Jayasree Jan Hejátko Member PostDoc
Andrea Simeunovic Helene Robert
Boisivon
Member PostDoc
Klara Mareckova Milan Brázdil Member PostDoc
Ondřej Jurček Radek Marek Member PostDoc
Marketa Zdarska Jan Hejatko Member PostDoc
Maria Zlobina Peter Lukavsky Member PostDoc
Vojtech Bystry CF Bioinformatics Member PostDoc
Carina Büttner Pavel Plevka Member PostDoc
Pezhman Zarabadi Poor Radek Marek Member PostDoc
Michal Šmída Michal Šmída Scientific Guarantor
of the PPC
RGL
Kateřina Ornerová administrative Administrative
Guarantor
Head of Strategy
and Science Dpt
Ester Jarour administrative Secretary Strategy and
Science Dpt
Ladislav Čoček administrative Grant support Head of GO
Tereza Kejdová administrative HR support HR dptm
Zdeňka Bártová administrative Welcome manager HR dptm
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2.4. SWOT Analysis
This SWOT (Table 4) was conducted together with the CEITEC MU postdocs in December 2018 with
the aim to fulfill the goal of the Postdoc Peer Committee – to hear your voice, to understand your
needs and jointly seek for solutions to problems that we can solve - during the kick-off meeting of
the PPC. SWOT analysis (or SWOT matrix) is a strategic planning technique that we use to help us
identify CEITECs internal (institutional) strengths and weaknesses, and external opportunities, and
external threats related to our activities (this could be EU postdoc policies, funding and grant rules,
etc.). This SWOT was presented to the director of the institute together with draft action plan during
the first official event of the PPC with the title POSDOCS MEET DIRECTOR. The event took place in
January 2019, with aim to discuss with Director the hot issues of postdoc group. The Department of
Strategy and Science together with the Chairs of Postdoc Peer Committee will review the progress
every six months and define new priorities for the next period. Postdocs are being motivated to
embrace attitude of positive change in the spirit of Socrates: “The secret of change is to focus all of
your energy not on fighting the old, but on building the new”, to avoid counterproductive
complaining. We strive to create culture of responsibility and empowerment where each postdoctoral
fellow can contribute to the success of CEITEC MU.
Table 4: SWOT analysis of postdoc position at CEITEC MU (Dec 2018)
STRENGTHS WEAKNESSES
• Infrastructure and core facilities
• Freedom of research
• Support services – such as HR,
welcome office, grants, training
• CETIEC on a good path to dynamic
growth
• A good portfolio of lectures by
international speakers
• Excellent network of international
collaborators
• Special praise to grant office support
• Lower wages than in other countries
• High degree of bureaucracy
• Poor internal communication (postdocs
feel isolated)
• Lack of vision and direction or very poor
communication of the vision to the staff
• Limited teaching opportunities
• Lack of industry connections and
collaborations
• Lack of nurturing people
• Insufficient lab space
• Time-limited postdoc contracts result in
lack of time to develop ideas
• No equal treatment, lack of equal
opportunities, relations dominate over
transparent rules (could be the only
result of insufficient communication)
• Postdocs are not included in
communication regarding CEITEC as a
whole
• Limited usage of English in teaching
• Insufficient networking opportunities for
postdocs from various labs, other
institutes
• Not enough emphasis on career
development of postdocs
• Ill-defined role of a postdoc at CEITEC
MU
• Lack of information about research
taking elsewhere
• Limited career mentoring opportunities
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• Poor working conditions
• Not enough connection between various
CEITEC groups – especially between
CEITEC VUT and CEITEC MU
• Insufficient PR and visibility on the
European and international level
• No common social space for postdocs
• Dependence on grants and RGLs
goodwill
OPPORTUNITIES THREATS
• Brno as a popular destination
• Location of CEITEC in the middle of
Europe with good access to other
European destinations
• Instability of the postdoc post – job
insecurity
• Tight regulations regarding mobility are
not always optimal for obtaining highquality
results
• Uncertain future of postdocs
• No long term prospects
• Lack of postdoc funding
• Difficulty to obtain national funding for
international postdocs
2.5. Action Plan
This Action Plan (Table 5) was prepared during the kick-off meeting of the Postdoc Peer Committee in
December 2018, to demonstrate our willingness to respond to the needs of CEITEC MU postdocs.
Many activities are already under preparation and Postdoc Peer Committee is being actively involved
in shaping these activities to ensure that the postdoc demands will be met.
Table 4 Proposal of activities for postdocs for 2019
Title of the Activity The goal of the Activity Date Responsible
Department/Person
Meeting with the Director Understand how CEITEC
works, communicate
postdoc concerns and seek
solutions
January 31 Strategy and
Science, Kateřina
Ornerová
Postdoc Career
Development Training
Making effective career
choices and selfawareness,
self-analysis,
self-presentation,
networking, coaching
interviews
February 27 Strategy and
Science, Ester
Jarour
Science Communication
Course: Present Your
Increase presentation skills
Getting to know fellow
March 7 Strategy and
Science, Ester
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Research Results with
Confidence
postdocs from other groups
Create peer mentoring
spirit
Jarour
Meetings with Industry –
Life After PhD
Getting to know the local
industry and available jobs
and expectations
TBD Strategy and
Science, Ester
Jarour
Career fair Getting to know the local
industry and available jobs
and expectations
TBD Strategy and
Science, PR
Industrial Collaborations –
Information Access
Organize presentation with
information about life
science and material
science industry in the
region in collaboration with
TTO and JIC
TBD Strategy and
Science, Daniela
Tršová
Industrial Internships for
Postdocs
Give postdocs the
opportunity to be exposed
to the industry
TBD Strategy and
Science
Networking events
designed for postdocs
(ideally beyond CEITEC
MU)
To prevent the feeling of
isolation, meet postdocs
from other research groups
TBD Strategy and
Science, PR
Information access –
internal communication
Keep postdocs informed
about relevant events and
opportunities (career
development, grants,
collaboration with industry,
scientific presentations in
English)
Continuously Strategy and
Science, Ester
Jarour
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3. Current Projects / Financial
Resources for Postdoctoral
Programme
3.1. NPUII
Realization: 1.2.2016 – 31.12.2020
Activities including timeline and milestones: Visiting programme: support of early-stage researchers for
visiting of companies/institutions, travel to job-related fairs, e.g. International career fairs from Nature
Careers, support of events such as Life after PhD
Budget: For reasonable activities according to the internal budget rules.
3.2. LIBRA
Realization: 1.10.2015 – 31.3.2019
Seminar series Meeting with… This event provides the opportunity to meet scientists employed
outside of academia, and to talk about the specific requirements and advantages of industrial careers
with an emphasis on work-life balance and gender. The goal is to introduce various career tracks
suitable for life science Ph.D. holders.
Seminar series My Life in Science – another seminar series with an invited speaker from academia
to talk about work-life balance, dual career, success stories how should researchers cope with
combining the desire to fullfill their career dream in research and on the same time having a balanced
family life. The aim to show that everyone struggles, but the key is to keep going and not to give up.
Career development program for postdoctoral researchers – workshop organized by Institute
Currie, mentoring included
Speakers:
• Michal Kostka – Deputy of CEO, BioVendor
• Luiza Bengtsson – Science Communication, Max-Delbrück-Centrum für Molekulare Medizin,
Berlin, Germany
• Klára Panzarová – Researcher, PSI (Photon Systems Instruments)
• Martina Plisová – R&D director of Medicem (Czech-based start-up company focused on
developing ophthalmic hydrogel implants)
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• Václav Matoušek – Founder of CF Plus Chemicals (ETH-Spin-Off company focused on
commercialization of reagents for electrophilic and nucleophilic fluoroalkylation)
• Fatima Gebauer – Research Group Leader at CRG, Barcelona, Spain
• Juan Valcarcel - Research Group Leader at CRG, Barcelona, Spain
• Sarah Blackford - Science Career Consultant (planned – February 27, 2019)
Activities including timeline and milestones:
Career development program: 07/2017, 10/2017
Budget:
Meeting with…: approximately 1 000 CZK per event.
My Life in Science: approximately 1 000 CZK per event. expenditures for travel and accommodation of
the speaker
Career development program: expenditures for travel and accommodation for postdoctoral
researchers
3.3. MEDGENET
Realization: 1. 1. 2016 – 31.12.2018
Activities including timeline and milestones: Course - Self Leadership and Career Development for
Young Scientists (course delivered by HFP Consulting), 6.-8.11.2018,
Budget: 12 000 €
3.4. OP VVV Capacity Development
Realization: 1.1.2018 – 31.12.2022
Activities including timeline and milestones: Website and Facebook profile, postdoc flayer, 4x group
training for soft / transferable skills
Budget: 150 000,- Kč
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4. Conclusions
We are striving to develop truly successful postdoctoral program with a strong emphasis on career
development and overall job satisfaction of our postdocs. Career development needs will be met via
our continuously developing training portfolio adapted to postdocs preferences and reflecting the
global life science labour market requirements, as well as through implementation of our 365 CEITEC
mentoring program (under preparation). Job satisfaction will be achieved through ongoing dialogue
and activities developed in collaboration with CEITEC MU Postdoc Peer Committee, that reflect
current need of CEITEC MU postdocs. The ultimate goal of our postdoctoral programme is to provide
fair, transparent, flexible and supportive environment for postdocs to ensure ideal conditions for
excellent research. We strive to build and spread good reputation of our postdoctoral programme in
order to attract qualified postdoctoral fellows to CEITEC MU. We hope that outgoing postdocs will
remember CEITEC MU as an institute that supported their professional and personal development
and they will recommend CEITEC as the ideal place for postdoctoral fellowship to others. We plan to
continuously monitor the success of our postdoctoral programme and to spread the concept across
the CEITEC consortium if successful.