replace AE terms with BE ones

Author: mhagdorn

paper.tex

@@ -100,7 +100,7 @@ \subsection{Pooling: a necessary ingredient}
 This is comparable to commercial/industry R\&D departments, where key software architects and developers establish a knowledge hub and consult with as many projects as necessary \todo{Does that exist in reality? Isn’t it just that people, on average, stay longer?} [REF].
 % side-note: it's also similar to “inhouse consulting” in management\autocite{moscho_inhouse_consulting_2010}. They even formed a national network to raise awareness about the internal consultant role (https://inhouse-consulting.de/).
 Subject matter experts like software architects, database administrators and other tooling specialists are organised centrally and share their knowledge by consulting with decentralised projects.
-It makes economic sense to organise such personnel centrally since not every project can afford or needs such RSE FTEs.
+It makes economic sense to organise such staff centrally since not every project can afford or needs such RSE FTEs.
 Most academic research organisations have established centralised tooling, \eg{} storage or High-Performance-Computing\ (HPC), but only a few consider software development and consultancy a relevant service yet.
 
 A second and equally important pooling is that of \textbf{diverse knowledge}.
@@ -274,7 +274,7 @@ \subsection{Module 1: Foster a Network of RSEs}%
 These include talks, seminars, workshops, meet-ups, hackathons, as well as informal regulars' tables.
 As a foundation, a central RSE unit employs experienced RSEs, mostly at the post-doctoral level, who are not only expert software engineers, but also good communicators with the ability to work interdisciplinarily.
 At least a core of a central RSE unit's employees need to have permanent contracts to be able to offer that deep expertise that requires years of experience.
-Moreover, an onboarding process can serve as an entry point for new RSEs, whether in the hub or in spokes, into an institution's network.
+Moreover, an induction process can serve as an entry point for new RSEs, whether in the hub or in spokes, into an institution's network.
 This gives an opportunity to gauge how the new colleague can benefit from the RSE unit's teaching services and whom they might want to network with based on their planned work.
 Similarly an off-boarding process can help to make sure that all acquired knowledge that is relevant to the institution is passed on to someone who stays, even when within a single research group alone that might pose a problem.
 
@@ -506,7 +506,7 @@ \subsection{Funding Possibilities}%
 \item explicitly requested person-months in externally funded projects, and
 \item dedicated RSE calls.
 \end{enumerate}
-While each option stands for itself, in reality, an institutional RSE unit will most certainly finance its personnel by an appropriate mixture of possibly all four options.
+While each option stands for itself, in reality, an institutional RSE unit will most certainly finance its staff by an appropriate mixture of possibly all four options.
 The mixture at a particular institution depends heavily on the local conditions.
 
 At research institutions, it is important to resolve the conflict between time-limited research funding and the need for permanent positions in order to be competitive with industry.