PLAN OF ACTION FOR THE IMPLEMENTATION OF CHARTER AND CODE. AT UiT THE ARCTIC UNIVERSITY OF NORWAY

Transcription

1 PLAN OF ACTION FOR THE IMPLEMENTATION OF CHARTER AND CODE AT UiT THE ARCTIC UNIVERSITY OF NORWAY 2014-

2 Content 1. BACKGROUND IMPLEMENTATION OF CHARTER AND CODE AT UIT INTERNAL EVALUATION AND PLAN OF ACTION GOALS AND MEASURES/ACTIVITIES MANAGEMENT PROFESSIONAL AND COLLEGIAL FOLLOW-UP Working conditions and professional development Academic coperation and mobility COOPERATION IN THE ORGANISATION RECRUITMENT FOLLOW-UP AND REVISION

3 1. BACKGROUND In item S 37-09, the Board of the University of Tromsø (UiT) adopted the Long-term strategic document for UIT Based on this, a strategic plan of action for UiT was drawn up for the same period (information item for the board meeting on ). Chapter 6 People in the organisation of the plan of action covered goals and actions for UiT s work with internal organisation, management and staff members, including organisation culture, work environment, salary and human resources policies, career development and recruitment. The plan of action specified among other things that UiT should implement the European Commission s Charter and Code for Researchers to arrange for mobility (cf. Chap. 6.5) and establish an HR policy that makes the necessary adaptations for increased researcher mobility and which is harmonized with the principles of the Charter and Code (cf. Chap. 6.6). The Plan of Action for the Implementation of Charter and Code was a specific follow-up of this. A new Strategic Plan for UiT was adopted by the University Board on 13 March 2014 (cf. item S 8-14). It specifies that UiT shall make necessary arrangements to increase mobility for employees and guest lecturers, which signals a continuation of UiT s commitment and work related to Charter and Code. 2. IMPLEMENTATION OF CHARTER AND CODE AT UIT INTERNAL EVALUATION AND PLAN OF ACTION In January 2011, UiT endorsed The European Charter for Researchers and The Code of Conduct for the Recruitment of Researchers 1 (hereafter Charter and Code). Charter and Code was in agreement with UiT s adopted strategy and plan of action in several areas, and affected ongoing activities and priority areas at UiT. In the light of the documents status as best practice within HR for researchers in Europe, UiT regarded Charter and Code as a means of focusing on and strengthening our internal work involving the researchers working conditions and career development as well as the recruitment of researchers. The implementation of Charter and Code at UiT has be carried out in accordance with The Human Resources Strategy for Researchers Incorporating the Charter and Code (hereafter HR Strategy for Researchers). It is important to note that the principles of Charter and Code cover all who engage in professional research (R & D) regardless of their employment relationship, hereafter referred to as researchers. As the first stage of the implementation process, an internal mapping of the principles of Charter and Code was carried out in the spring of 2010 and assessed against the status at UiT. The result of this review was presented in an internal evaluation (cf. ephorte 2009/3109) where the focus was to document the ongoing work, processes and measures at UiT of relevance in connection with Charter and Code. UiT s internal evaluation followed the European Commission s template document in which the principles of Charter and Code are organised under the following four themes: 1. Ethical and professional conditions, II. Recruitment, III. Working conditions and IV. Organized research training and career development. UiT carried out a questionnaire among staff (employee survey) in the spring of The questionnaire comprised questions covering topics such as management, cooperation, career and development opportunities, as well as psychosocial and organisational working environment. In addition, meetings were arranged in the autumn of 2011 between the university management and foreign staff members, with the aim of capturing their experiences of coming to and being employed at UiT. As the second stage of the implementation process, UiT stipulated a plan of action. UiT s first two- plan of action for Charter and Code ( ) covered goals and actions based on UiT s main strategic document and plan of action, as well as measures and activities identified through the internal evaluation. 3

4 It was an objective for the plan of action to be concise, specific and realistic. The action plan has been revised in the spring 2014, and UiT s updated plan of action for the second two- period (2014-) was decided on 7 July GOALS AND MEASURES/ACTIVITIES One of the objectives of implementing Charter and Code at UiT is to focus on and strengthen UiT s internal efforts involving working conditions, career development and recruitment of researchers. The measures and activities in the plan of action represent a selection that are recognized and prioritized at UiT. Proposals have been drawn up for performance targets, specified measures/activities to be implemented as well as specified distribution of responsibility and deadlines for achieving the goal. The Plan of Action for the implementation of Charter and Code for the period continues to focus on the following four main areas: - Management: Further develop good management practices at all levels at UiT - Professional and collegial follow-up: Ensure the researchers a good scope to carry out their research, teaching, supervision, development and dissemination - Cooperation in the organisation: Strengthen the researchers influence, participation and involvement through preparing for good internal communication, flow of information and interaction - Recruitment: Strengthen UiT s recruitment work through focus on strategic measures, efficiency improvement measures and skills development 3.1. MANAGEMENT The objective of focusing on management is to further develop good management practices at all levels at UiT. UiT s strategic document specified that UiT should develop a culture for outstanding management, academic as well as administrative (Goal 1, People in the organisation). A continued focus on management at UiT is stated in the Strategic Plan for UiT UiT shall have a high quality of research and academic and artistic development work. UiT should be at the forefront internationally within selected areas. UiT shall protect and promote academic autonomy and freedom. Through good governance and work to promote a good organisational structure, the university s management shall arrange for respect and understanding for the staff members various scopes. The achievement of targets in this area requires a long-term commitment towards training programmes aimed at managers and management groups. Performance targets with measures/activities and responsibility in the period 2014-: Performance target Proposed measure/activity Responsible Deadline Status Skills development for managers in order to further develop good management and strengthen skills in the utilisation of their own scope of action Continue the commitment to management development with initiatives for management groups at all levels 4 Department of HR and Organisation ()

5 Ensure suitable arrangements for management support Improve and strengthen visibility of support functions and training for managers Further develop the HR Portal s manager s handbook Mid PROFESSIONAL AND COLLEGIAL FOLLOW-UP The objective of focusing on professional and collegial follow-up is to ensure the researchers a good scope to carry out their research, teaching, supervision, development and dissemination UiT s strategic document specified that UiT should give the individual employee good professional and collegial follow-up and support, and good opportunities to study for further qualifications (Goal 3, People in the organisation). Continued focus in this field is stated in the Strategic Plan for UiT Working conditions and professional development UiT shall make strict demands regarding competence, effort and results. UiT shall also be an attractive workplace that is well equipped to meet future needs for highly qualified employees. This requires a good and safe working environment for all staff and students based on common ethical standards. Conscious efforts should take place to promote an organisational culture and a working environment that is inclusive and fair for both genders. The university shall have an appropriate and efficient HSE system that ensures the safety of all staff and students. To achieve these goals, UiT must ensure good frameworks and equal conditions for researchers, as well as focus on individual follow-ups and measures to strengthen professional development. Performance targets with measures/activities and responsibility in the period 2014-: Performance target Proposed measure/activity Responsible Deadline Status Ensure individual follow-up of researchers in order to motivate academic effort and development Managers shall implement annual performance assessment interviews with all researchers, including temporary employees and guest researchers Managers at all levels Follow up and further develop routines for receiving new employees, including guest researchers Increase the establishment of research groups in order to strengthen professional and collegial follow-up and interaction Department of Research and Development (AFU) 5

6 Formalize scopes and routines for guest researchers Strengthen UiT s systematic work within Health, Safety and Environment (HSE) Draw up a template for an agreement with guest researchers Follow up and further develop a new governing system for HSE and emergency preparedness 2014 (delayed) Promote equality and counter discrimination Follow-up UiT s plan of action for equal employment opportunities and carry out a revision by the end of Introduce the use of equality and anti-discrimination check lists 2 Managers at all levels 2014 Done Raise ethical consciousness at UiT Arrange an annual seminar with a focus on research ethics and good research practices AFU Once per Academic cooperation and mobility As an employer, UiT is responsible for making the necessary arrangements for good collegial cooperation between researchers. UiT s strategic document specified that UiT should offer PhD programmes which are competitive internationally, increase the number of PhD graduates and educate researchers who can meet society s needs (Goal 4), and that UiT should produce research communities that assert themselves internationally (Goal 3, R & D activity). In the Strategic Plan for UiT it is specified that UiT shall strengthen our research activities within the thematic priority areas of the strategic plan, and promote research environments which are internationally leading. Further, there is continued focus on an internationally competitive PhD education and on education of researchers to meet the needs of society. Charter and Code emphasizes that younger researchers have a responsibility to establish and benefit from the cooperation with supervisors, research group and other representatives from the unit, and to follow up agreed plans for the work. Senior researchers need to be conscious of their various roles. As supervisors of researchers at an early stage of their career, the senior researchers must contribute to the cooperation being constructive and inclusive, in addition to the transfer of knowledge being efficient. In order to strengthen its position as an international institution and promote international research cooperation, UiT must strengthen internal efforts connected to researcher mobility. 6

7 During the coming period, UiT will focus on measures aimed at researchers who are at an early stage of their career and on measures that contribute to paving the way for researcher mobility. Performance targets with measures/activities and responsibility in the period 2014-: Performance target Proposed measure/activity Responsible Deadline Status Strengthen supervision of researchers who are at an early stage of their career Strengthen the senior researchers role as supervisors and supportive people Promote researcher mobility through strengthening the internal efforts aimed at arriving and departing researchers Arrange an annual course related to supervision for researchers who supervise PhD students Establish schemes for better use of senior researchers in mentoring Organise service for mobility at UiT, including establishing a central service centre for research mobility Restructure and update UiT s web pages for incoming and outgoing mobility AFU RESULT AFU Faculties/ units /AFU Faculties/ units Spring Autumn (delayed) 3.3. COOPERATION IN THE ORGANISATION The objective of focusing on interaction in the organisation is to strengthen the researchers influence, participation and involvement through preparing for good internal communication, flow of information and interaction. UiT s strategic document specified that UiT should be characterized by good interaction between the various actors and levels in the organisation, and have good routines and systems for internal communication (Goal 7). Further, it was stipulated that UiT should have open discussion and close interaction at all levels, characterized by commitment, creativity, equality and tolerance (Goal 8, People in the organisation). Continued focus on interaction across the organisation is stated in the Strategic Plan for UiT UiT shall attend to efficient governance and management, and ensure that all staff members may have influence over their own work situation through consultation and co-determination and involvement. General rules and systems shall be established for communication flow at all levels. All staff members have a responsibility for ensuring the working environment is characterized by the following values: credibility, academic freedom, closeness, creativity and commitment. The election regulations for UiT regulate the right to vote and eligibility to stand for election for various boards and bodies at UiT, and participation and cooperation is regulated through the organisations (trade unions ) regular meetings with the employer (information, discussion, negotiation) In addition, UiT has a local adaptation agreement in which UiT and the civil service organisations have jointly undertaken local adaptations (cf. 7

8 UiT has a Research Ethics Committee, which deals with matters related to protection of personal information and problems relating to research ethics. National committees for research ethics have been established for individual subject areas, cf. UiT shall live up to the nationally stipulated Ethical Guidelines for Civil Service. UiT also has notification routines and internal routines for the handling of conflicts and bullying (cf. the HR Portal at UiT). The challenges include ensuring there is sufficient access to information in both Norwegian and English, as well as establishing measures to formalize attention and follow-up in relation to influence, participation and interaction. Performance targets with measures/activities and responsibility in the period 2014-: Performance target Proposed measure/activity Responsible Deadline Status Further develop and strengthen internal communication and information Establish measures to strengthen employee consultation and promote interaction at UiT Further develop UiT s intranet and HR Portal Carry out regular employee surveys/staff questionnaires and ensure that these are followed up 2014 Every 3 rd Arrange initiatives to strengthen cultural understanding ( culture training course ) Implement new internal norms/road rules for good collegial behaviour /AFU Faculties/ units Mid- Apply strategic committees (research, education, dissemination) and management forums actively to strengthen interaction at various levels of the organisation University director Faculties/ units 3.4. RECRUITMENT The objective of focusing on recruitment is to strengthen UiT s recruitment work through focus on strategic measures, efficiency improvement measures and skills development UiT s strategic document specified that UiT should formulate goals and measures to recruit and retain academic staff. The proportion of women in senior research positions (professor and dosent) shall be increased to 30 % (Goal 5). Further, it was stipulated that UiT should increase the recruitment of talents from within Norway and internationally to PhD programmes and increase the recruitment of researchers with potential for research management (Goal 6, People in the organisation). In UiT s Strategic Plan it is specified that UiT shall be an attractive employer with competitive conditions and with a quality seeking recruitment policy. 8

9 UiT shall be an international institution for research and academic and artistic development work of high quality, and a central objective is to build and develop strong research communities and educational provisions. An important prerequisite to achieve this objective is quality in the recruitment process. There are national and international regulations in place to take care of the recruitment process to all types of academic and research positions, including PhD positions, and this entails a standardised and predictable recruitment process. However, UiT has several challenges related to the recruitment process, particularly in relation to the amount of time used for appointments to intermediate and senior research positions. UiT should implement measures to make the recruitment process more efficient, including by reducing the amount of time used by the assessment committees. In the competition for the best researchers, there is also a need to formalize the strategic work connected to recruitment, strengthen UiT s visibility and competitiveness as well as continue to focus on recruitment of female researchers. Performance targets with measures/activities and responsibility in the period 2014-: Performance target Proposed measure/activity Responsible Dead-line Status Develop strategic plans for recruitment Map the competence requirements at the individual unit based on the academic priorities Attract good applicants to UiT Make the recruitment process more efficient Implement full-electronic application procedures for academic positions, continue advertising positions on EURAXESS Jobs and put a new recruitment portal out to tender Assess whether to offer start packages and whether to take a more active role in order to recruit researchers with ERC funding Implement new routines for appointment in academic positions Spring Done AFU Autumn 2014 Done Carry out training and guidance of members of assessment committees Carry out training of HR personnel involved in the appointment process through UiT s program for case officer training Increase the number of qualified female applicants Implement new routines for search committees at UiT 2014 Done 9

10 4. FOLLOW-UP AND REVISION In conformity with the HR Strategy for Researchers, the plan of action for Charter and Code has been decided for a period of two s. Following this period, the plan shall undergo internal evaluation and revision. An external evaluation shall take place every four s. In connection with the internal and external review and revision, UiT will map whether the goals for measures/activities in the plan of action have been achieved. 10