At the end of the summer, Liudmyla Mykhailivna Hanushchak-Yefimenko joined the senior management team of Igor Sikorsky Kyiv Polytechnic Institute. She took up the position of Vice-Rector for Humanitarian Development and Youth Policy. The Student Development Department and the University’s Centre for Culture and Arts report directly to her.
She is now actively involved in organising and holding events and activities with student participation, works closely with the student community, and initiates and coordinates university cultural events. Moreover, academic mobility, employment opportunities, students’ psychological well-being, and other matters also fall within the remit of the departments under Liudmyla Mykhailivna’s supervision. All this involves a substantial amount of day-to-day work. It was these issues that the correspondent of Kyiv Polytechnic raised at the beginning of their conversation.
– Liudmyla Mykhailivna, the areas of your work are clear from your title – Vice-Rector for Humanitarian Development and Youth Policy. However, this title broadly defines a wide range of responsibilities: student initiatives, mobility, psychological support in university dormitories, cultural and educational activities. Could you tell us more about the specifics of your work? But let us begin with your arrival at Igor Sikorsky Kyiv Polytechnic Institute. When did you join the university, and how would you assess your first few months in the new position?
– I have held this position since 1 August. My area of responsibility is extremely important because humanitarian development and youth policy are now shaping the country’s strategic direction. The opportunities we create for young people, the extent to which we support their initiatives and involve them in public life – all this determines whether they will be willing to build their future in Ukraine, live and work here, and contribute to the country’s development. Today, we are fighting not only for our territory but also for the right to choose our country’s path of development independently, to ensure its economic and technological progress, and to compete on equal terms on the global stage. It is no coincidence that people around the world recognise the high level of education among Ukrainians, both engineers and professionals in other fields.
Now, to my own work. The thing is that modern youth policy differs significantly from the established practices of educational and upbringing activities that had been in place for decades. Traditional approaches were often limited to familiar forms of interaction and did not fully take into account the challenges of wartime, the needs of today’s young people, or the expectations of a new generation that seeks greater independence, involvement in decision-making, and opportunities for self-fulfilment. In the past, too little attention was paid to the fact that young people should consciously choose their educational institution and future profession. This choice should provide more than just an education: it should offer a psychologically comfortable environment in which students can develop as individuals and patriots, maintain their mental well-being, and avoid burnout.
When it comes to the University’s youth strategy, it is important to understand that Igor Sikorsky Kyiv Polytechnic Institute is an integrated ecosystem. It fosters a comprehensive educational and research environment in which lecturers, mentors, academic advisers and students interact, complement one another, and work together to achieve educational goals. A lecturer helps shape a student’s educational pathway and contributes to their development as an individual, fostering patriotism and nurturing cultural values. It is through education, personal example and day-to-day interaction that the spiritual and cultural foundations – the genetic code of the nation – are passed on, and these are values that graduates will carry with them throughout their lives. They may return to the University as alumni, start their own businesses, or work as professionals in public or private organisations. Wherever they go, however, they will remain ambassadors of the Igor Sikorsky Kyiv Polytechnic Institute brand as a leader in technology education.
Igor Sikorsky Kyiv Polytechnic Institute brings together people studying a wide range of disciplines. That is why it is important to create an emotionally healthy and mentally supportive atmosphere in the student community, one that accommodates people with different personalities. At the same time, students must retain the freedom to choose their own paths, including the opportunity to pursue several degrees simultaneously or consecutively, broadening their professional prospects and personal horizons. The Student Development Department must take into account every aspect of the University ecosystem: from learning and fostering a sense of belonging to the Igor Sikorsky Kyiv Polytechnic Institute community, to shaping individual educational pathways, fulfilling the University’s cultural mission, and inspiring students to pursue self-fulfilment in Ukraine.
– However, we should not overlook leisure activities, which help shape the psychological climate in the academic community. The situation at Igor Sikorsky Kyiv Polytechnic Institute is quite good in this respect, although student activists sometimes seem more enthusiastic about organising entertainment events than about research or academic work. Are the human and material resources available sufficient to cover all the areas of your Department’s work? How important is cooperation with student organisations such as the Student Council, the student trade union, and others?
– Such cooperation is fundamental. Each department within our unit has limited resources. Quite simply, we do not have enough staff to reach every student group and address the wide range of their needs. This is where close cooperation with student organisations becomes crucial. A friendly atmosphere encourages students themselves to come forward with initiatives and requests. The variety of sporting, intellectual, scientific and creative events we organise is proof of this. The Centre for Culture and Arts is always open to networking opportunities and initiatives that enable young people to realise their potential. The Igor Sikorsky Kyiv Polytechnic Institute Library operates on the same principle, with its shelter also serving as a venue for student events.
The Student Trade Union Organisation immediately offered to work with us and outlined the challenges facing the student community. Unfortunately, the pandemic and martial law have for a long time prevented young people from fully realising their potential through face-to-face interaction. Today’s generation of students, sometimes referred to as Generation Alpha (the first generation of Ukrainian citizens to grow up in an era of near-total digitalisation and the rapid rise of artificial intelligence, many of whom spent a significant part of their education studying remotely – editor’s note), tends to be more reserved. They find it harder to open up, not only when communicating with university administrative bodies but also among their fellow students. We are working to overcome these barriers by fostering an environment of trust, support and open communication. Student clubs at the faculties and institutes are a great help in this respect: they channel students’ creative and academic potential into developing their abilities. This year, we have welcomed an excellent cohort of first-year students, and I would like to see these new members of our community become actively involved in university life as soon as possible, whether through volunteering with the Department or working with public organisations at Igor Sikorsky Kyiv Polytechnic Institute.
The student self-government bodies are particularly active. I am grateful to their representatives for choosing a simpler and more effective governance structure. There is now a student self-government chair, deputies responsible for different areas, and heads of student self-government at the faculties and institutes, all of whom maintain regular contact with students. This ensures direct communication. Previously, the two-tier self-government structure had become somewhat over-formalised and limited direct contact. The Department’s doors – and my own – are always open to suggestions. Naturally, when implementing these initiatives, we give priority to safety, because under the current circumstances, human life is far more important than any event. We are currently working on organising the University’s Freshers’ Sports Games. For safety reasons, the format will differ somewhat from previous years and the competition will take place over a longer period, but everyone who wishes to take part will have the opportunity to do so.
– Can an ordinary student who is not a member of the Student Council or the student trade union approach you directly if they need help?
– Yes, I am always available and open to communication. I usually arrive at work early in the morning and try to respond promptly to phone calls and messages on messaging apps and social media, even when a question may seem quite straightforward. Our Department strives to be as open and accessible as possible. To this end, we are developing dedicated services and preparing guides for first-year and senior students. Because of remote learning, some students have not had the opportunity, even after several years at the University, to explore all its buildings or discover everything it has to offer. Recently, a student came to see me after hearing about our volunteering opportunities. She expressed an interest in formally joining one of our departments as a volunteer. This is an example of direct communication: a student can approach us in person with a request and find opportunities to bring their own initiatives to life. It is important for students to understand that the University administration, deans, heads of departments, academic advisers and vice-rectors are all open to communicating with them. This accessibility and willingness to engage in dialogue help create a welcoming, supportive atmosphere in which everyone can feel comfortable at the University.
– Have you already developed a long-term programme for the departments under your supervision? I am referring not to addressing immediate, tactical tasks, but to achieving strategic goals.
– The University’s Youth Policy Strategy was developed by our Department, reviewed by an expert group and presented to the Academic Council of Igor Sikorsky Kyiv Polytechnic Institute in September. It has since been approved and officially published. The document clearly outlines the future direction of youth policy at the University and explains how each area will be implemented in collaboration with the wider university ecosystem. We have identified several key priorities: developing students’ intellectual potential, organising cultural and social activities, fostering patriotism, promoting volunteering, building a culture of partnership, and nurturing pride in belonging to Igor Sikorsky Kyiv Polytechnic Institute as a technological leader in Ukraine. Students should understand that the University offers them an opportunity to lay the foundations for their future careers and acquire additional skills, including soft skills. The Department of Student Development’s facilities and resources, combined with its open approach, give young people the freedom to make their own choices and the confidence that they are not merely recipients of educational services, but individuals and full-fledged participants in university life whose opinions, initiatives and needs matter. Our goal is to make a spirit of student-led initiative and innovation the driving force of university life.
– Finally, could you tell us a little more about your professional career?
– I graduated from Vinnytsia National Technical University (incidentally, until 1974, it was a Vinnytsia branch of Igor Sikorsky Kyiv Polytechnic Institute – editor’s note). I began my career in education as an active student, then went on to postgraduate studies and worked with youth organisations. After defending my Candidate of Sciences dissertation and later my Doctor of Sciences dissertation (I earned my doctorate at a relatively young age – I was just 30), I received the Cabinet of Ministers of Ukraine Scholarship for Young Scientists several times over the following years, for as long as I remained eligible by age.
Research is my true calling, so I have always combined administrative responsibilities with academic work. My first degree was in economics; I hold a master’s degree in Corporate Governance and Finance. My second degree is in engineering. I had always dreamed of becoming a designer, so even during the war I pursued that dream alongside my other work and qualified as an environmental designer. I believe that anyone who wants to grow and develop must keep learning throughout their life. I have completed several internships abroad and hold the title of Honoured Professor at one of Croatia’s universities. I would also say that today, young people who speak at least one foreign language – English in particular – have a much better chance of realising their potential, even here in Ukraine. Modern business and industry simply have no alternative to this requirement.
As for my academic career, I have gone through all the traditional stages: I started as a teaching assistant, then became a senior lecturer, associate professor and professor. Later, I moved into university management, serving as a department head and then as a dean. I spent several years working at the National University of Kyiv-Mohyla Academy. After that, I became Dean of the Faculty of Entrepreneurship and Law at Kyiv National University of Technologies and Design (KNUTD). I made a concerted effort to develop the student community because I believe the top priority is to ensure that students do not simply enrol at a university but actually enjoy their studies and feel engaged. When I became dean, the faculty had around 200 students. Within two years, that number had grown to 982. This shows that, despite demographic and other challenges, young people are eager for genuine, meaningful human interaction. A student’s mentor can be a professor, department head, academic adviser or lecturer – anyone with whom they feel comfortable. Students share their experiences with one another, encouraging their peers to get involved in faculty life and attracting new applicants. For almost the last six years, I served as Vice-Rector for Research and International Affairs at KNUTD.
I would also like to mention that I have collaborated with Igor Sikorsky Kyiv Polytechnic Institute for many years. I was a member of its specialised Academic Council, served as an official opponent at dissertation defences, and took part in the University’s academic forums. So this is an environment I know very well and, in many ways, feel at home in.
– Given the scale of the managerial responsibilities you undertake, do you still find time for teaching and research?
– In recent years, I have taught at the third (educational and research) level of higher education and supervised postgraduate students. At Igor Sikorsky Kyiv Polytechnic Institute, I also have a modest teaching load at the Department of Industrial Marketing. I usually combine this with teaching guest courses. In addition, I have been teaching my own course at the Warsaw School of Management for many years.
My research focuses on corporate governance, technology transfer and innovative entrepreneurship. These areas are closely aligned with my work on international grant-funded projects. I pursue research continuously, at all hours of the day, and strive to bring research findings into the educational process. This includes, in particular, helping students develop entrepreneurial skills and introducing new micro-credential programmes designed to equip them with the professional competencies required today.
– Thank you for this insightful conversation. I wish you every success in your professional endeavours!