Turkish–Japanese Science and Technology University (TJU) believes that its goal of creating a research-oriented, international and innovative higher education institution cannot be achieved only with a strong academic structure; It accepts that this structure must be supported by an administrative staff that is competent, professional, committed to corporate values ​​and constantly improving. The university's ability to achieve its education, research, innovation, internationalization and social contribution goals is directly related to the effectiveness of administrative processes, service quality, institutional coordination capacity and the quality of human resources.

Prepared in line with this understanding, the Administrative Career Opportunities Program is designed to improve the professional knowledge and skills of administrative staff working within TJU, strengthen career advancement opportunities, reveal the potential of employees and create a sustainable harmony between corporate needs and individual career goals. The program is based on evaluating administrative staff not only as employees who fulfill their current duties, but also as professionals who contribute to the strategic goals of the university, improve processes, develop innovative applications and support institutional transformation.

Within the scope of the program, it is aimed to link the career process, which extends from entry to senior management, to clear, understandable, measurable and predictable principles. Career development is not limited to promotion or title change; It is accepted that it is a multidimensional process such as specialization, gaining new competencies, gaining experience in different areas of duty, assuming project responsibility, participating in international mobility programs and developing corporate leadership capacity.

The program also aims to create a unique human resources model that brings together the experiences of Türkiye and Japan in the field of higher education management. Service quality, process discipline, corporate belonging, continuous improvement and teamwork approaches implemented in Japanese universities; It is envisaged that it will be evaluated in line with the public university management system, legislative structure and institutional experience in Turkey. Thus, TJU aims to create a modern and dynamic administrative career system that complies with national legislation and also adopts international higher education management standards.

One of the main goals of the Administrative Career Opportunities Program is to recruit, develop and retain the qualified administrative human resources needed by the university in the long term. In the process of TJU's growth and institutionalization, qualified personnel will be needed in research management, international relations, student services, quality assurance, project development, digital transformation, human resources, technology transfer, financial management and similar areas of expertise. The program aims to systematically train personnel who will work in these fields and ensure career continuity.

Another main goal is to create transparent, fair and predictable mechanisms for the career development of administrative staff. The criteria by which career opportunities such as promotion, specialization, preparation for managerial positions, assuming project responsibility and corporate representation positions will be offered should be clearly defined. In this way, employees will be able to plan their career expectations realistically and know in which areas they need to make progress for their professional development.

The program also aims to encourage specialization in university management. Management of higher education institutions; It requires expertise in different areas such as knowledge of legislation, financial management, student services, research funds, international collaborations, quality assurance, data analysis, digital systems and strategic planning. For this reason, it is important for administrative staff to deepen their skills in certain areas of duty, keep their expert knowledge up to date, and contribute to strengthening institutional memory.

Dissemination of international higher education management practices within the university is also among the primary goals of the program. TJU administrative staff will be supported to get to know university management models in different countries, participate in international networks, examine good practices in foreign universities and communicate effectively with foreign stakeholders. In particular, it is aimed to develop the personnel who will carry out Turkey-Japan academic and administrative cooperation activities in terms of language, intercultural communication, international protocol and project management.

The ultimate goal of the program is to increase institutional efficiency and the quality of services provided. Improving the professional competence of the staff will contribute to faster, accurate, transparent and user-oriented execution of processes. Establishing a reliable and accessible administrative structure for students, academic staff, researchers, international stakeholders and other service users will strengthen the overall institutional performance and reputation of the university.

TJU administrative career system will be primarily based on the principle of merit. It will be essential to use criteria that are objective, measurable and directly related to the qualifications required by the position, in the processes of recruiting, assigning, specializing, promoting and preparing personnel for managerial positions. Factors such as education level, professional experience, task performance, competency level, foreign language knowledge, project experience, corporate contribution and leadership capacity will be evaluated together. It will be aimed to create transparent mechanisms that will reduce the impact of personal or subjective evaluations in career decisions.

The principle of continuous learning will constitute one of the fundamental elements of the program. Higher education management, legislation, technology, data management, internationalization and service delivery methods are constantly changing. For this reason, the knowledge and skills of administrative staff are not considered sufficient only at the induction phase; It is envisaged to develop it through training, certification, on-the-job learning, mentoring and mobility programs during the term of office. Staff will be encouraged to participate in professional development activities and will be expected to transfer the new competencies they acquire to their job processes.

Within the scope of the performance orientation principle, it is aimed to take into account not only seniority or tenure but also the concrete contribution of the personnel to the institution in career development. Completing tasks in a timely and qualified manner, achieving set goals, increasing the satisfaction of service users, contributing to process improvement efforts and assuming responsibility in corporate projects will constitute the basic elements of performance evaluation. In addition, the performance system will be implemented in a development-supportive and feedback-based structure, rather than a punitive one.

In line with the principle of internationalization, international higher education management experience, foreign language proficiency and intercultural working skills will be considered important career competencies. Participation of administrative staff in international meetings, exchange programs, trainings and joint projects will be supported; Opportunities will be provided to improve language proficiency, especially in English and Japanese. Internationalization will not be seen only as the responsibility of the international relations unit; It will be integrated into the duties of all administrative units such as student affairs, research management, human resources, financial affairs, quality assurance and technology transfer.

Within the scope of the corporate commitment principle, employees will be supported to adopt TJU's mission, values ​​and strategic goals. A suitable working and development environment will be created so that the personnel can create a long-term career plan within the institution, transfer their knowledge and experience to the institution, and contribute to the strengthening of corporate memory. Recognizing successful personnel, reflecting employee opinions in decision-making processes, strengthening internal communication and providing support for employees' professional goals will be used as basic tools in developing corporate belonging.

Equality, inclusion and fair access to opportunities will also be taken into consideration in the career system. Opportunities such as training, mobility, project assignment and management development will be provided to the personnel within the framework of clear criteria. It will be aimed for personnel working in different units to have balanced access to development opportunities and for talented employees to become visible regardless of the unit they work in.

The career structure to be created for administrative staff at TJU will be designed as a model that extends from starting to senior management and allows for both vertical and horizontal advancement. In the implementation of career steps, public personnel legislation, the university's staff structure, principles of promotion and other relevant regulations will be taken into account. In addition, corporate career levels that define levels of expertise, competence and responsibility can be created, regardless of the current staff and title structure.

Assistant specialist or entry level will include personnel who have just started working at the university or are employed to be trained in a specific area of ​​expertise. At this stage, the staff is expected to learn the institutional structure of the university, its field of duty, relevant legislation, business processes and information systems. Beginning-level personnel may be assigned a guide or mentor from among experienced employees; Observation or rotation opportunities may be offered in different units for certain periods of time.

Expert level refers to personnel who have gained the knowledge, experience and competence to work independently in a specific field of duty. In addition to performing routine duties, expert level personnel will be expected to contribute to problem solving, reporting, data analysis, communicating with stakeholders and process development. In transition to this level, task performance, professional training, certificates, project experience and level of knowledge in the field of expertise may be taken into consideration.

The senior specialist level will include personnel who have advanced specialist knowledge, can manage complex processes, provide in-house consultancy and assume responsibility for significant projects or working groups. Senior experts are expected to guide new staff, contribute to in-unit training, analyze process risks and be able to represent the institution at the national or international level. This level will also create a strong career path for personnel who do not want to become managers but aim to advance in their field of expertise.

The unit coordinator level will refer to the personnel responsible for coordinating a specific service, project or business process. Coordinators may be assigned to ensure cooperation between different units, prepare activity plans, monitor practices and report results. These positions will allow employees to develop coordination, communication and leadership skills before moving directly into management roles.

Personnel who will work at the level of branch manager or unit manager will be responsible for the management of employees reporting to them, work distribution, performance monitoring, resource use, compliance of processes with legislation and achievement of unit targets. Managers at this level not only have technical knowledge; It will also be expected to have managerial competencies such as team management, conflict resolution, strategic thinking, budget management and corporate communication.

The department head level will involve managing the university's wide-ranging administrative service areas at the institutional level. Department heads will undertake the responsibility of developing policies in the areas they are responsible for, determining annual targets, planning resources, reporting to senior management, ensuring coordination between units and improving service quality. Personnel to be prepared for these positions will be expected to demonstrate competence in strategic planning, risk management, legislation, finance and corporate governance, as well as managerial experience.

General secretary, deputy general secretary and similar senior executive positions will cover the holistic management of the university's administrative system. Senior managers will be expected to ensure coordination between the university's academic and administrative units, monitor the implementation of strategic decisions, oversee the effective use of institutional resources, and lead the university management in accordance with national and international standards.

The career system will not be based solely on vertical promotion. Horizontal career development will also be supported by staff working in different units, focusing on a new area of ​​expertise, working in temporary project teams or undertaking international assignments. In this way, employees will be enabled to gain different competencies, get to know the university's various business processes and benefit from mobility opportunities within the institution.

The Institutional Orientation Program will ensure that all new administrative staff at the university get to know TJU's structure, mission, vision, corporate values ​​and work culture. Within the scope of the program, comprehensive information will be given about the university's Turkey-Japan cooperation-based establishment model, academic and administrative structuring, strategic priorities, research and education goals and internationalization approach.

During the orientation process, the responsibilities of the unit where the personnel will work, inter-unit workflows, decision-making mechanisms, correspondence and reporting rules, ethical principles, information security, protection of personal data, occupational health and safety, quality management and corporate communication principles will be discussed. Additionally, the information systems and digital service platforms used by the university will be introduced practically.

Orientation will not be considered only as a short-term information activity; It will be implemented in the form of a structured adaptation process covering the first months of the mission. It is envisaged to assign mentors to new personnel, to hold development meetings at regular intervals, and to establish feedback mechanisms that evaluate the experiences of the personnel at the end of the orientation.

The Administrative Competence Development Program will aim to develop common professional and behavioral competencies that all personnel should have, regardless of their field of duty. Within the scope of the program, topics such as written and verbal communication, formal correspondence techniques, reporting, presentation preparation, problem solving, analytical thinking, team work, time management, meeting management, negotiation and service orientation will be discussed.

In problem solving and process management training, the aim is to identify the root causes of the problems and develop permanent improvement suggestions, rather than just solving the problems encountered by the personnel with daily solutions. Teamwork training will focus on strengthening the culture of cooperation between different academic and administrative units.

Within the scope of project management training, competence will be gained in project planning, task distribution, timetable creation, risk assessment, budget tracking, performance indicators and result reporting. In this way, staff will be enabled to assume more effective responsibility both in institutional projects within the university and in activities carried out with national and international funds.

The Digital Competence Program will aim to improve the technology usage skills of administrative staff in line with TJU's digital transformation goals. University information management systems, electronic document management, student information systems, research management software, human resources systems, financial management tools and data reporting platforms will be among the main training areas of the program.

Special attention will be given to data literacy in the program. It will be aimed for the staff to collect data correctly, verify, analyze, visualize and use it in decision processes. Depending on the field of duty, basic statistics, performance indicator creation, dashboard usage and corporate reporting trainings can be organized.

Artificial intelligence-supported business processes will also be one of the important components of the program. Training will be provided on the safe and ethical use of productive artificial intelligence applications in correspondence, reporting, data classification, process analysis and service design. In addition, the importance of human control in information security, cyber risks, protection of personal data and the use of artificial intelligence will be particularly emphasized.

Leadership and Management Program; It will be designed for coordinators, unit managers, assistant managers and personnel who have the potential to take on managerial responsibilities in the future. The program emphasizes that management is not just about task distribution and administrative control; It will be based on the understanding that it includes the responsibility of developing employees, managing change, guiding corporate goals and creating a trust-based working environment.

Within the scope of the program, training will be provided on leadership approaches, strategic planning, decision making, human resources management, employee motivation, performance interviews, conflict resolution, crisis management, budget and resource management, risk management, change management and corporate governance. Managers will be expected to demonstrate exemplary behavior in ethical leadership, accountability, transparency and corporate responsibility.

Case analyses, simulations, project applications and mentoring activities can be organized where candidate managers will work on real corporate problems. Successful senior managers, academic leaders and university administrators in Türkiye and Japan may be invited to the program as speakers or mentors.

Türkiye-Japan Administrative Exchange Program will aim to institutionalize TJU's unique cooperation mission between the two countries at the administrative personnel level. Within the scope of the program, TJU administrative staff will visit partner universities in Japan, examine the work of relevant units on site and gain experience about good practices in higher education management.

Short-term study visits, on-the-job observation programs, joint training activities and thematic review visits for specific processes will constitute the main tools of the program. Priority may be given to areas such as student services, international relations, research management, library services, quality assurance, digital campus applications, laboratory management, technology transfer and university-industry cooperation.

Personnel participating in mobility programs will be expected to share their experiences with the relevant units upon their return and prepare an evaluation report containing applicable recommendations. Thus, it will be ensured that international visits do not remain at the level of individual experience but are transformed into corporate learning.

Participation of administrative staff in international trainings, certificate programs, professional workshops and conferences in the field of university management will be supported. In particular, priority may be given to programs in the fields of research management, international student services, university quality systems, project finance, technology transfer, innovation management and digital transformation.

In determining the support for participation in international programs, the relationship of the activity to the staff's field of duty, the contribution of the program to institutional priorities, the nature of the institution organizing the organization and the potential for dissemination of the gains to be achieved within the university will be taken into account. Supported personnel will be encouraged to prepare an in-house presentation, short training or application proposal after the training.

Due to the international nature of TJU, English and Japanese language proficiency will be an important element in the career development of administrative staff. In addition to general language training, special purpose language programs can be organized within the university for higher education management, international correspondence, meeting management, project preparation and professional terminology.

Language development programs will be especially encouraged for staff working in International Relations, Student Affairs, Research Services, Human Resources, Technology Transfer Office, Corporate Communications and senior management support units. In addition, it will be aimed to gradually improve the foreign language capacity of all units in contact with international stakeholders.

It is envisaged to associate foreign language learning with the career system, to define language proficiency levels for certain international assignments or mobility programs, and to establish measurement-evaluation mechanisms where personnel can document their development.

TJU will be able to support administrative staff to obtain nationally and internationally valid certificates related to their field of duty. Priority may be given to certificate programs in areas such as project management, quality management, human resources, financial management, purchasing, internal control, information security, data analysis, international education management, research management and technology transfer.

Certification support; It can be applied in the form of covering all or a certain part of the education fee, supporting exam fees, granting permission for education or providing institutional access to online education platforms. Support decisions will take into account the nature of the program, the job description of the staff, institutional needs and the sustainable professional contribution of the certificate.

Personnel's participation in short-term courses, vocational training, postgraduate programs and continuing education activities may be supported, provided that it is compatible with the field of duty and institutional needs. By conducting annual training needs analysis, priority development areas for each unit will be determined and corporate training calendars will be prepared for these areas.

Training activities should not be evaluated only by the number of participants; It is also envisaged to monitor the impact of the training on task performance and service processes. In this context, follow-up mechanisms will be created to measure pre-training needs assessment, post-training evaluation and transfer of learned information to business processes.

Participation of administrative staff in national and international meetings, inter-university exchange programs, professional networks, working groups and good practice visits can be supported. Mobility activities will enable staff to get to know different institutional models, develop professional communication networks and follow innovations in their field of duty.

Short-term unit rotations or project-based assignments may also be implemented within the university. Having a staff member work in a different unit for a certain period of time will enable them to gain new competencies and better understand inter-unit processes. These applications can be used as career development tools, especially for managerial candidates and senior experts.

A mentoring system can be created for staff at the beginning of their careers and for managers taking on new positions. Experienced employees and managers will be assigned as mentors for certain periods of time and will be able to support the personnel's corporate adaptation, professional development and career planning.

Career counseling meetings can be held to evaluate the personnel's individual career goals, development needs and possible career paths. In these meetings, the strengths of the employees, their competencies that need to be developed, their training needs and the tasks they can undertake in the future will be evaluated together.

Performance and career evaluation at TJU will be designed not only as a control mechanism that measures the past work of the staff, but also as a holistic human resources tool that directs their future development. The evaluation system will be carried out through job descriptions, annual targets, competencies, corporate contributions and professional development activities.

Execution of tasks in a timely, accurate and legal manner in the evaluation of job performance; achievement of set goals; improving service times; Factors such as effective use of resources and satisfaction of service recipients may be taken into account. Performance indicators appropriate to each unit's field of duty will be created, and care will be taken to ensure that factors beyond the direct control of the staff do not negatively affect the evaluation.

In the competency development evaluation, personnel's participation in training, obtaining professional certificates, ability to use new information systems, improving their foreign language level and gaining new skills related to their field of duty will be taken into account. However, merely attending training will not be considered sufficient; It will also be evaluated to what extent the acquired competencies are reflected in the task processes.

Within the scope of institutional contribution, the staff's process improvement suggestions, their role in project teams, their participation in working groups, their contribution to in-house training, their guidance to new personnel and their responsibilities in the joint activities of the university will be taken into consideration. This contribution of personnel who develop an innovative application or contribute to the solution of an important corporate problem will be made visible in the performance evaluation.

In evaluating the internationalization contribution, English and Japanese language proficiency, contribution to the conduct of international activities, experience working with foreign universities and stakeholders, development of services offered to international students and academics, and tasks undertaken in joint projects may be taken into account.

Performance evaluations will be supported by feedback meetings to be held at regular intervals. Managers will share staff's strengths and areas of development in a clear, concrete and constructive manner. As a result of the evaluation, individual development plans can be prepared; Needed training, mentoring support, project assignments and possible career steps can be determined.

For the reliability of the evaluation system, it will be important to announce the criteria in advance, apply consistent criteria for personnel performing similar duties, and create mechanisms where employees can express their opinions on the evaluation results. The system will be implemented in accordance with the applicable public personnel legislation and the relevant regulations of the university.

At TJU, annual success and incentive awards can be given in order to make the contributions of successful administrative staff visible, disseminate good practices and strengthen employee motivation. The main purpose of the reward system is not to create negative competition among employees, but to recognize exemplary work and encourage behaviors that contribute to corporate development.

The Administrative Excellence Award can be given to personnel who perform their duties at high quality standards, contribute to the satisfaction of service users, and stand out with their sense of responsibility and work discipline. In the evaluation, sustainable success, reliability, cooperation and compliance with corporate values ​​will be taken into account.

The Innovation Award in Administrative Services can be given to personnel or project teams that develop innovative methods in administrative processes, contribute to digital transformation, reduce processing times, reduce costs or increase service quality. The application to be rewarded will be expected to be concrete, measurable and, when possible, applicable in other units.

The Contribution to Internationalization Award can be given to personnel who make significant contributions to the university's international collaborations, foreign student and academic services, Türkiye-Japan relations or international projects. Intercultural communication, effective cooperation with foreign stakeholders and the development of international processes will constitute the main evaluation areas of this award.

The Outstanding Young Administrative Personnel Award can be given to young personnel who show high performance despite being in the early stages of their career and stand out with their desire to learn, innovative approach and corporate contribution. This award aims to contribute to the early recognition of high-potential employees and to support their career development.

The Administrative Personnel Leadership Award can be given to managers who demonstrate exemplary leadership in team management, employee development, strategic thinking, crisis management and corporate transformation. Within the scope of this award, not only the results of the unit but also the manager's contribution to the development environment and cooperation culture he provides to his employees will be evaluated.

Award nominations can be made by employees, unit managers or evaluation commissions; It can be envisaged that clear criteria will be used in the selection process and the awards will be presented at a university-wide event. Sharing successful practices on corporate communication channels will enable other units to benefit from these experiences.

In line with TJU's growth and institutionalization strategy, the administrative human resources needed by the university must be developed within the framework of a medium and long-term plan. The Human Resources Development Plan will include analyzing current personnel capacity, determining the tasks and competencies that will be needed in the future, and creating a sustainable talent pool for critical positions.

Research management will be one of TJU's primary areas of expertise in terms of its research-focused university model. It will be ensured that the personnel working in this field specialize in national and international research funds, project application and execution processes, research ethics, budget management, scientific performance data and management of research infrastructures.

In the field of project development and fund management, personnel with knowledge about European Union programs, national research supports, Japan-based funding organizations and international joint project mechanisms will be trained. It will be aimed for these personnel to take part in the follow-up of project calls, consortium development, budget preparation, contract management and financial reporting processes.

In the field of international relations, expert staff will be created on student and staff mobility, international agreements, joint programs, international student admission, foreign academic procedures and international protocols. Due to the unique nature of Turkey-Japan cooperation, special importance will be given to personnel who are knowledgeable about the higher education system and work culture in Japan.

In the field of student services, it will be aimed to train personnel who adopt a student-centered service approach, can use digital student systems, can communicate with students from different cultures, and are familiar with the legislation regarding academic processes. It will be ensured that all administrative processes are carried out in a holistic and accessible manner, from students' admission to the university to their graduation.

In the field of quality assurance, personnel specialized in strategic planning, performance indicators, internal evaluation, accreditation, process management, stakeholder participation and data analysis will be created. It will be aimed to operate quality assurance not only as a document preparation activity in certain periods, but as a continuous improvement system that spreads to all units of the university.

In the field of digital transformation, competent administrative staff will be needed in information systems, data analytics, automation of business processes, artificial intelligence applications, cyber security and user experience. Digital transformation experts are expected to build bridges between technical units and administrative units and ensure that technology is used in accordance with corporate needs.

A structure specialized in recruitment, talent management, training and development, performance management, career planning, employee engagement and workforce analytics will be created in the field of human resources. It will be aimed for the human resources unit to undertake a strategic function that improves the institutional capacity of the university, rather than being a unit that only carries out personnel transactions.

Expert personnel will be trained in the fields of technology transfer and entrepreneurship, such as intellectual property rights, licensing, university-industry cooperation, entrepreneurship programs, incorporation and commercialization of research results. In the field of financial affairs and purchasing, competence will be developed in public financial management, budget planning, international project expenditures, strategic purchasing, contract management and resource efficiency.

It is also important to make backup and succession planning for critical tasks within the scope of the Human Resources Development Plan. It will be prevented that knowledge and competence in certain tasks are concentrated in just one person; Corporate information will be documented, shared within the team, and personnel who will be able to take on responsibilities in the future will be developed in advance.

In order to implement the program in a coordinated, sustainable and institutional structure, it is recommended to establish an administrative personnel development and human resources unit called Administrative Personnel Development and Human Resources Office in the long term. This unit will operate with a modern human resources management approach that goes beyond personnel transactions.

The office will analyze the university's human resource needs, prepare task and competency profiles, define career paths and create annual personnel development plans. Corporate orientation, vocational training, leadership development, mentoring, foreign language education, certification support and coordination of international mobility activities will be among the main duties of this unit.

Designing the performance management process, developing evaluation criteria, providing feedback training to managers and preparing individual development plans based on evaluation results will also be within the responsibility of the office. The office will conduct employee satisfaction and corporate commitment research and report the results obtained to the senior management and develop the necessary improvement suggestions.

Within the scope of leadership programs, high-potential personnel will be identified, a managerial candidate pool will be created, and the development of employees who will be able to undertake critical tasks in the future will be supported. In this process, the principles of merit, transparency and equal opportunity will be taken as basis.

In international mobility activities, cooperation will be made with partner universities in Japan and other international institutions; Participation of the personnel in appropriate programs, pre-mobility preparation, post-mobility reporting and transfer of the experiences gained to the institution will be coordinated.

In order to measure the effectiveness of its activities, the office will be able to monitor indicators such as participation rate in training, number of certificates obtained, development in foreign language level, internal promotion and assignment rate, employee loyalty, personnel turnover rate, process improvement suggestions and international mobility activities. The results will be presented to the university management with the annual Administrative Staff Development Report.

The Administrative Staff Career Opportunities Program will be implemented in an integrated manner with the university's strategic plan and human resources policies. In the implementation of the program, a clear division of duties will be established between the General Secretariat, relevant administrative units, the unit responsible for human resources, the quality coordination structure and senior management.

Every year, the Administrative Staff Training and Development Plan will be prepared in line with the corporate goals of the university and the needs of the units. This plan will include trainings, target groups, mobility programs, certification supports, leadership activities, budget needs and performance indicators. Unit managers will contribute to the corporate planning process by determining the development needs of the staff.

In monitoring the program, not only the number of activities carried out, but also the institutional results of the activities will be taken into account. Result indicators such as the impact of training on business processes, change in service quality, employee satisfaction, process completion time, digitalization level, international capacity and career progress of the staff will be monitored.

The program will be reviewed at regular intervals and updated in line with the feedback received from employees, managers, academic units and service stakeholders. New practices in the field of higher education management in Turkey and Japan will be followed and models suitable for TJU's needs will be included in the program.

All implementations of the program will be carried out within the framework of the current legislation, public personnel regime, promotion and title change regulations, budget opportunities and the decisions of the authorized boards of the university. Corporate career and development mechanisms will be implemented as a complement to the staff and appointment processes determined by the legislation.

Achieving a strong and sustainable university structure for TJU depends on creating a professional, specialized administrative system that works at international standards, as well as its academic capacity. The Administrative Career Opportunities Program positions administrative staff not only as a support element that carries out current duties, but also as one of the main institutional actors that directly contribute to the strategic development of the university.

Transparent career paths, competency-based development programs, performance and feedback mechanisms, mentoring practices, leadership programs and certification supports to be created within the scope of the program will enable employees to continuously improve their professional capacities. In addition to vertical promotion opportunities, the development of alternative career paths such as specialization, project responsibility, in-house mobility and international experience will create a more flexible and inclusive career system.

Administrative personnel exchange programs, good practice visits, joint educational activities and English and Japanese language development supports with Japanese universities will bring a unique and international character to TJU's administrative capacity. By transforming these activities into corporate learning processes, the experiences gained in different countries can be transferred to the university's management model.

In the long term, TJU is aimed to be one of the leading universities that invests systematically in the career development of administrative staff, offers national and international development opportunities to its employees, and develops its high-potential personnel within the institution. Thus, supporting research, education, innovation and internationalization goals; An administrative structure with high service quality, accountable, agile, digital and people-oriented will be created.