The central finding of this project is that a fundamental shift is needed in how Research Data Management (RDM) and Research Software Engineering (RSE) specialists are recognised and employed across the ETH Domain. Rather than being primarily viewed as technical support staff, as has often been the case to date, these specialists should increasingly be recognized and employed as research partners in research projects, groups, and initiatives.

The project was led by the Human Resources departments of the Domain accompanied by a Sounding Group of RDM/RSE specialists from the six ETH institutions. HR now invites the ORD Steering Committee to endorse the proposed Action Plan outlined at the end of the final project report as the basis for requesting coordinated implementation across the six ETH Domain institutions. The report further recommends that the ETH Board provide the strategic direction and resources necessary to enable timely implementation of the proposed measures and support the long-term professionalisation of RDM and RSE specialists in the ETH Domain.

Readers interested in the background to the project, how this report came about, and why it was funded by the Open Research Data (ORD) Programme of the ETH Domain should refer to Chapter 1. This chapter places the project in the broader context of the digitalisation of research and the ETH Domain institutions’ internationally recognised excellence in data-driven research, supported by advanced infrastructures and strong capabilities across a wide range of disciplines. It also explains how the increasing volume, complexity, and strategic importance of research data and software present significant challenges. Ensuring that research data and code are managed effectively, remain usable over time, and comply with evolving requirements related to Open Science, FAIR (Findable, Accessible, Interoperable, Reusable) principles, ethics, and transparency has become critical to maintaining scientific quality and competitiveness. The promotion of effective RDM and RSE is therefore a key strategic priority of the ETH Domain, reflected in the ORD Position adopted by the ETH Board in 2020 and the subsequent ETH Domain ORD Programme supporting its implementation. Within this framework, this report contributes to Measure 5 of the ORD Programme, which focuses on developing sustainable career opportunities for RDM/RSE professionals.

To provide an evidence-based understanding of the current situation, the project analyses how RDM and RSE roles are defined and implemented across the six institutions of the ETH Domain. It examines employment conditions, career trajectories, and institutional drivers shaping recruitment and workforce development. Readers seeking a more detailed understanding of the methodology used for the analysis—including the survey data, institutional documentation, relevant publications, and interviews with RSE and RDM leaders on which it draws—should refer to the methodology section in Chapter 2 . Readers interested in how the project proceeded and the evidence on which the analysis should read Chapter 3 to get an insight in the survey results and to Chapter 4 to read about what employers and line managers see as the key issues when employing researchers and/or RDM/RSE specialists.

The findings confirm a widely recognised but insufficiently documented situation: RDM/RSE responsibilities are often embedded in heterogeneous roles, lack formal structures, and depend on short-term or project-based arrangements, raising concerns about sustainability and efficiency. This is particularly evident in Figure 2  which shows that RDM and RSE work is carried out across a wide range of roles, with strong representation from doctoral students, technical staff, senior scientists, and postdoctoral researchers.

Another key finding of the report is presented in Chapter 5 . Based on various local, national, and international initiatives and literature on ORD and RDM/RSE professionalisation, a framework for a professionalised RDM/RSE ecosystem is developed. This chapter is a key chapter because it serves as a reference for the development of the recommendations that follow.

Readers interested in understanding how the recommendations were developed should refer to Chapter 6. Building on the evidence gathered, the report develops recommendations at both strategic and operational levels to support policy development, strengthen employment frameworks, and ensure the long-term sustainability of RDM and RSE expertise within the ETH Domain.

The key challenges identified are:

• Unclear job descriptions and roles
• Hybrid nature of roles not reflected in employment frameworks
• Lack of structured training
• Absence of mentorship and career development pathways
• Lack of visibility and recognition
• Short-term contracts and funding instability
• Fragmented support structures
• No clear strategy, ownership, or governance at Domain and institutional level
• Little investment in long-term infrastructure and maintenance

Based on these findings, Chapter 6 develops the following recommendations:

• Clarify and standardise RDM and RSE roles.
• Establish structured training programmes.
• Strengthen mentorship and career development.
• Improve visibility and recognition of RDM and RSE work.
• Develop sustainable employment and funding models.
• Improve coordination of RDM and RSE services.
• Strengthen governance and strategic coordination across the ETH Domain.
• Invest in sustainable RDM and RSE infrastructure and long-term services.

Chapter 6 concludes with an overview table that summaries the perspectives of the Heads of HR in the ETH Domain and identifies the areas of responsibility addressed by their recommendations. Importantly, responsibility for their implementation does not lie with HR alone. At a strategic level, the ETH Board, ETH Domain management, the management of the six ETH Domain institutions, the RDM/RSE networks established as part of the ORD Programme, and support functions in the libraries, Academic IT Services, and technology and infrastructure platforms all have a role to play.

Readers who are primarily interested in what should happen next, rather than in how the recommendations were developed, can go directly to Chapter 7 where the Action Plan for the implementation of the recommendations is developed. The proposal is to implement the recommendations across three areas: Governance; Career Framework; and Training, Mentoring & Services. It sets out a two-year timeframe for implementation and specifies the deliverables and stakeholders in each individual work package. The report goes a step further by presenting career profiles from the ORD Programme-funded Data Stewardship and RSE projects, which can provide guidance for further discussions during the implementation phase.

Finally, readers interested in gaining a deeper understanding of the terminology used in this report and of recruitment practices within the ETH Domain and internationally, can refer to the Info Boxes highlighted in blue throughout the report. In particular, Info Box 3 provides information on the recruitment and hiring process; Info Box 4 explains the job function grid that applies across the ETH Domain; and Info Box 6 explains the use of swissICT job profiles to align the recruitment of IT and digital specialists with labour-market conditions.