POLICY PLAN Human Resources Erasmus School of History, Culture and Communication Erasmus University Rotterdam

Transcription

1 POLICY PLAN Human Resources 2017 Erasmus School of History, Culture and Communication Erasmus University Rotterdam

2 Contents 1 Introduction Recruiting Talent Inflow Recruitment and Selection Contracts Jobs Binding Talent Performance & Development Cycle, including rewards Career Development Policy for Academic Staff The Permanent Committee for Academic Staff Career Development Policy Career Development Policy for Support Staff Engaging Talent Personal Development Days Career Portal Career Counselor Healthy Work Environment Diversity Talent Policy Termination of Employment Appendix 1 Formation plans of the departments Appendix 2 Qualifications for Teaching, Research and Management Appendix 3 Regulations Permanent Committee for Academic Staff Career Development

3 1 Introduction This Human Resources policy plan aims at clarifying the HR policy and regulations for the ESHCC employees. ESHCC has laid down its multi-year strategic plan in the convenant and budget plans. The HR policy plan shows the HR guidelines and requirements that are necessary to reach these goals. The EUR HR policy and guidelines are visible in separate text boxes in this document and have been specified for ESHCC if necessary. A draft version of this document has already been discussed with the department heads and will be discussed with the Faculty Council on January 30 th The remarks and additions of the Faculty Council will be discussed in the next management team meeting and the document will be adopted. This policy plan is dynamic and several parts (e.g. the appendices) will be added during the year. 2

4 EUR Policy Working at Erasmus University Rotterdam is more than just having a job. You are part of an inspiring organisation: the university for those that think and those that do. Erasmus University has expertise in the disciplines of economics, medicine and health sciences, law, social sciences, history and art, business administration and philosophy. Apart from initial programmes and scientific research, the university offers specific and advanced study programmes and courses to a total of over 27,000 students, postgraduates and other learners. About 2,700 people work at Erasmus University. The EUR endeavours to make all the proper preparations for the intake of international employees and to make sure that they receive professional guidance and support for their future work and residence in the Netherlands. To meet this goal, a special corner has been set aside on the website under the heading of Welcome to EUR. Here, international employees will find a checklist that gains insight into which procedures must be completed to formalise their stay in the Netherlands. The website also provides information concerning working permit procedures, living in the Netherlands and provides an app to support the international employee. If necessary the HR department can also provide support. 2 Recruiting Talent 2.1 Inflow Staff commitment and development is of tremendous importance to a knowledge-intensive organisation like ESHCC. Enthusiastic and outstanding scholars and support by an adequate number of high-quality support staff are absolutely essential in order to attain our strategic objectives in respect of education, research and valorisation. ESHCC is seeking to achieve a balanced staff complement in respect of age, nationality and temporary or permanent employment. That is why staff policy focuses on recruiting and selecting the right employees and subsequently supervising development of their talents. If staff members no longer fit in at the organisation, we will help them obtain another position wherever possible. ESHCC believes it is important to offer new employees the right contract immediately. The supervisor always contacts the HR Partner about this. 2.2 Recruitment and Selection The recruitment and selection procedure for academic staff and support staff differs. For academic staff, an internal selection committee is formed which holds interviews with applicants. The selection committee comprises the (intended) supervisor, the Department Head and an academic member of staff from that particular department or another department; at least 1 member of the selection committee is female. For shortterm, temporary contracts and for PhD students, this composition may differ. When recruiting professors, ESHCC follows the EUR procedures. In light of ESHCC s internationalisation objectives, the faculty is seeking to recruit more employees of non- Dutch origin. We pay particular attention to this group in our selection process. The procedure for filling internal vacancies is followed when recruiting support staff (see: recruitment_selection_appointment/ internal_vacancies/). This means that HR first considers whether there is a suitable EUR preferential candidate. If not, the vacancy is opened up to internal EUR candidates. If there are then no suitable internal candidates, the vacancy is advertised externally via 3

5 EUR policy The EUR is a public employer. This means that employment in the EUR takes the form of an appointment. Upon entering employment, you do not receive an employment contract, but a letter of appointment, which contains the agreements made about your employment. After you sign the letter of appointment, you receive an appointment decision on behalf of the Executive Board. The university job classification system (Dutch: UFO) is based on a classification system. This method for job classification aims to rank the positions in an organisation logically in relation to each other on the basis of the most important results that must be achieved in a certain job and the responsibilities associated with that. It then uses classification criteria and rules to determine the position and the relative weight of each position. A salary scale is derived from the classification. Academic Transfer. Only in exceptional cases, with vacancies for which it is clear in advance that there are no suitable internal candidates, can the vacancy be immediately advertised externally, in consultation with HR. ESHCC aims for gender balance among its support staff. 2.3 Contracts ESHCC uses temporary and permanent appointments. Among support staff, a temporary appointment is usually converted to a permanent employment contract after two years, if performance is good. Among academic staff, some are on temporary contracts and some are on permanent contracts. Temporary appointments offer the option of adjusting the workforce in line with a varying educational load and of hiring in specific expertise. As regards the number and duration of permanent appointments, ESHCC adheres to the CLA Dutch Universities. ESHCC recruits via EURFlex or employment agencies to cover short-term or occasional staffing bottlenecks. Terms of Employment ESHCC adheres to EUR s employment conditions. EUR s employment conditions are mainly governed by the Collective Labour Agreement (CLA) for Dutch Universities (CAO-NU). In addition to this, specific agreements and regulations apply at Erasmus University. A summary of the subjects covered can be found at: Jobs ESHCC follows the job classification as used by the university job organisation system. The available positions in each department are documented for each job category in a staffing plan; this staffing plan is an important component of the long-term budget. The staffing plans for each department can be found in Appendix 1. The size of the workforce is chiefly determined by the available financial resources. ESHCC has the following academic positions. 4

6 PhD student PhD students are appointed on the basis of the PhD student job profile. Salary grade P applies here. In principle, PhD students always start in grade P, increment 0. Academic Lecturer The appointment of academic lecturers is based, in principle, on the profile of Lecturer on a temporary employment contract. This contract does not, in principle, lead to a permanent employment contract because the core staff of the departments consists of scholars engaged in both teaching and research tasks. The possible exceptions to this are a permanent employment contract based on expertise, if the lecturer adds specific value to the programme, with a contract of at most 0.5 FTE for the appointment concerned. Assistant Professor An appointment to an assistant professor position is in principle based on job profile UD 1. The starting point for your classification when entering employment is preliminary scale 11. This classification remains in effect for maximum 2 years. Afterwards you will have to meet the criteria of UD 1 and then you will move up to scale 12.As an assistant professor you can also be appointed for a defined period if you have not obtained your PhD as yet. You are then appointed to the position of assistant professor in training and you are classified in job profile UD 2. You are classified under scale 10. Once you obtain your PhD, the career policy for academic staff applies to you and you can start the career path mentioned above. Associate Professor An appointment to an associate professor position is in principle based on job profile UHD 1. This classification remains in effect for maximum 2 years. Afterwards you will have to meet the criteria of UHD 1 and then you will move up to scale 14. In special cases the EUR might decide to apply job profile UHD 2 (scale 13). This might be the case if an assistant professor meets the senior qualifications in only one of the two fields (teaching or research). Professor Appointment to professorship is in principle based on job profile Professor 2. Based on qualities demonstrated 5

7 elsewhere and if the candidate meets the applicable criteria, it is possible to move immediately to scale HL 1. In that case, the HL 1 job profile and the corresponding remuneration are applicable right away. ESHCC, as in the higher Education and Research Act, recognizes two categories of chair: full chairs for full professors and endowed chairs for endowed professors. The formation plans and school s chair framework show the number and research areas of the chairs. Full professors are appointed an ordinary chair by the university and financed from the first money stream. The professors are pre-eminently responsible for the development of their assigned academic discipline and for the education provided in their discipline. The professor is responsible for the performance of the staff working in his/her academic discipline. ESHCC appoints ordinary professors according to the EUR procedure Chairs Professors_EUR_2012.pdf ). The establishment of an endowed chair is covered by article 9.53 of the Higher Education and Research Act. The EUR acknowledges four different types of endowed chairs; these endowed chairs can be established if there is: (Internal) personnel policy Development of a new discipline The study of an ideal discipline Maintaining or instituting a relations network. ESHCC has both personnel policy chairs, network position chairs and ideal discipline chairs. The personnel policy chairs are career chairs, especially intended for young exceptionally talented staff, occupying at least a senior university lecturer position, working in a discipline of major significance to the faculty. They are appointed for four years. These candidates can in principle be considered for appointment to professor but have through lack of faculty professorship openings not yet achieved that position. The faculty finances the personnel policy chairs and the chair is appointed by the Vereniging Trustfonds. The network position offers the opportunity of instituting or maintaining networks with bodies outside the university. Its focus is on collaboration and knowledge transfer between these bodies and the university. These bodies finance the chair and the 6

8 professor receives zero-hour appointment. The establishment duration and position are linked to the joint needs to maintain the network. The ideal discipline chair offers idealistic societal and special research disciplines a position in academic research and education. ESHCC holds an ideal discipline chair with the Faculty of Philosophy until ESHCC does not have chairs for the development of a new discipline. Visiting professorships The visiting professorships enable excellent foreign researchers to work temporarily as professors at ESHCC. The positions are intended to stimulate internationalisation; its focus will often be on research, but the appointed visiting professor might also fulfil specific educational tasks. The costs associated with the visiting professorship will be met by ESHCC, or partially or entirely by a third party. ESHCC appoints visiting professors according to the EUR regulations ( recruitment_selection_appointment /further_information_special_staff_categories/ chairs_professors/visiting_professorship_at_eur/). 7

9 EUR policy Work matters at EUR. EUR works to improve the performance and development of its employees, supervisors, academic departments and teams by means of performance and development interviews (P&D interviews). P&D helps keep a focus on the quality of each EUR employee. P&D helps achieve EUR s ambitions for a leading position in science and society. At EUR, the P&D cycle covers a period of one year and comprises the following six steps: 1.a Supervisor starts P&D 1.b Employee completes P&D form 2. Supervisor completes P&D form and assesses 3. Supervisors hold preview 4. P&D interview 5. Supervisors hold review 6. Make it happen and progress The cycle is planned so that the review can be organised no more than three months after the preview. Since the new P&D was introduced, five classifications have been possible for an assessment at EUR. Employees who perform (extremely) well may receive additional remuneration. 3 Binding Talent 3.1 Performance & Development Cycle, including rewards ESHCC follows EUR s P&D policy. Each year, the agreements for the ESHCC employee are documented during the P&D interview and recorded in the P&D report. For new employees, this must be done within three months following commencement of employment. The agreements are consistent with the generic objectives of the department and faculty. The annual agreements are designed to be specific, measurable, acceptable, realistic and time-bound (SMART) and progress is discussed at least annually (P&D interview). The management is permitted to award employees additional remuneration. Additional remuneration may be awarded because, for example, the employee worked on a demanding project in the past year, achieved very good results in his/her position or because of other tasks the employee took on in addition to his/her regular work or which he/she carried out with great competence. The management may award one of the following remunerations: - A bonus (once-only amount) - An additional increment within the salary grade, or - A performance-related allowance. Under the CAO NU, the latter is only awarded if the employee has reached the salary grade maximum and has performed excellently across the entire scope of the position. In principle, the performance-related allowance is awarded for a period of one year. Under special circumstances, a decision can be taken to pay the allowance for a longer period. PhD students are not eligible for performance-related allowances. 3.2 Career Development Policy for Academic Staff The EUR has established a specific career-development track for members of the academic staff. Moving up to the next level will naturally be based on meeting the criteria set in the career policy (see Appendix 2). Furthermore, an appointment to one of the aforementioned positions depends on consistently carrying out the tasks related to the position. In addition 8

10 EUR policy The career development policy for academic staff at the EUR consists of a set of measures that offers its academic staff clear careerdevelopment possibilities. The underlying principles of the Academic Staff Career-development Policy (hereinafter: career policy) are as follows: career development policy is able to compete with policies of other higher education institutions and contains inherent performance incentives. The method can be used for recruiting and retaining talent and for stressing the distinctive features of the faculties and schools. The career-development policy is flexible so that each faculty or school can set its own priorities within a general framework that applies to all the faculties or schools. The career-development policy is funded within the margins of the available budget. The career-development policy is based on the positions of assistant professor, associate professor, and professor as defined in the Hay job classification system. to the employee s personal qualities and performance, the balanced composition of the work force in the organisational unit is also a factor when determining the possibilities for career development. There are no compulsory rules for advancing through the salary scales. Individual performance is the decisive factor and this must be substantiated in the performance interview reports. EUR distinguishes between the basic and senior qualifications for teaching and research. For teaching, the basic qualification means possessing sufficient specialist and didactic skills in order to provide teaching. For research, a PhD is considered to be a basic qualification. The management qualification is obtained by attending the Academic Leadership course. The regular development paths that are open to academic staff are: - from UD2/scale 11 (1st phase track) via UD1/scale 12 (2nd phase track) to tenure; - from UHD2/scale 13 to UHD1/scale 14; - from HL2 to HL1; - from (possibly via an endowed chair professorship) HL2 to HL1. It is preferable for employees to have gained experience in another academic setting before being given a permanent contract at ESHCC. Due to the limited size of the departments, ESHCC no longer uses the tenure track system but rather permanent appointments as associate professor. Positions that do not constitute a combination of teaching and research are not part of this career- development policy. The job classifications available for these are Researcher 1 to 4 and Lecturer 1 to 4 (scales 10 to 13). 9

11 EUR policy The purpose of the EUR careerdevelopment and mobility policy is to stimulate the continuous development of its staff. The EUR uses the policy on careerdevelopment and mobility to stimulate and support you in shaping your own career. To what extent you take advantage of these options depends on your individual ambition. Depending on your performance, suitability for the job and your prospective within the organisation, in consultation with your manager and HR, you determine the next step of your career. If necessary, HR will facilitate the relevant schooling in case of a change in your position. 3.3 The Permanent Committee for Academic Staff Career Development Policy Promotion to associate professor scale 14 and HL 1 (in the event of internal advancement from HL 2 to HL 1) is obviously not self-evident. In order to ensure that the correct procedures are followed, ESHCC uses a strict procedure for awarding these positions. The Dean establishes a permanent (faculty) committee for academic staff career-development policy, with the task of advising the Dean on the aforementioned promotion proposals. The HR adviser advises the committee in these matters. 3.4 Career Development Policy for Support Staff ESHCC believes that the mobility of support staff is very important. Possible follow-up steps in a support and management career starting from a position at ESHCC are another position within the faculty or a position in another faculty or central service of the university. Career advancement is a fixed component of the annual P&D interviews for support staff. The career-development and mobility policy is directed at supporting and administrative staff as well as academic staff. However, there is a difference in the way the policy is structured for the two categories. For academic staff, the focus is on professional development and advancement within the academic positions. For the support and administrative staff, the focus is more on the further development of skills and/or advancement through appointment to various positions within the EUR. The career-development and mobility policy applies to all employees with an employment contract for an indefinite period or with the prospect of an employment contract for an indefinite period. 10

12 EUR policy The Collective Labour Agreement entitles EUR employees to a minimum of two personal development days per year (proportional to contracted hours). These days are intended to increase the employee s sustainable employability. These days can be used for a variety of activities that can contribute to personal career development and employability, such as: Trainings and courses Internships within EUR or elsewhere Conferences Workshops and seminars Volunteer work with a clear development component 4 Engaging Talent 4.1 Personal Development Days ESHCC encourages employees to take part in training courses for the purpose of further personal and professional development. Training courses at EUR are provided by TOP (Training and Development Platform), Risbo and, for PhD students, by EGS3H. TOP offers training courses in the area of Leadership and Management, Personal Development, Career Orientation, Healthy Working, Research and Didactics, ICT and Communication. Training courses can be (partly) reimbursed by ESHCC. The supervisor determines beforehand whether the training is necessary for the proper fulfilment of the current or intended future job (training relating directly to job performance, fully reimbursed) or not (study not relating directly to job performance, partially reimbursed). Each year, a training budget for ESHCC staff is earmarked in the ESHCC budget. In order to finance training courses that are geared towards the next career step, EUR offers an additional budget each year of 500 euros for permanent staff, through Career in Progress. Staff receive two personal development days (in proportion to the scope of their employment contract) and ESHCC encourages them to make use of these days. Personal development days for academic staff can be included in the educational planning document. Depending on the scope of the contract, for a 60%-40% ratio of teaching and research tasks, 10 hours of personal development time are included in the teaching time for the appointment (which is shown in the educational planning document) and 6 hours in research time. 4.2 Career Portal The Career Portal is a source of information and specific facilities to enable staff to get straight to work on their career. Employees can do tests, carry out a CV Check, complete training courses to explore opportunities or book an individual meeting with an advisor to discuss how the employee can remain fit and take pleasure in his or her work. 11

13 4.3 Career Counselor Staff can make an appointment with one of EUR s two careers advisors if (for example) they have the following questions: - Where am I in my career? - Would I like to get more from my work? - Do I find it difficult to make important choices about my career? - Where do my opportunities lie on the labour market? There are weekly consultation hours for which employees can register. The employee will have 30 minutes to discuss his or her question. If necessary and desired, a follow-up is organised; a coaching session, e-coaching or career development path. The career advice and any follow-up is free for EUR staff. The confidentiality of what the employee discusses with the coach is safeguarded. Staff can contact the career advisor directly. There s no need to register via the supervisor or HR. In any event, the employee s career and mobility are always covered in an interview between the employee and supervisor. 4.4 Healthy Work Environment ESHCC is committed to a healthy working environment. This means that we provide the conditions for safe and healthy working: sufficient work space, a good indoor environment and sickness absence policy. In addition, we feel that ESHCC staff s welfare is important, i.e. the atmosphere in the departments, how much influence employees have on their work and the balance between workload and how much workload they can manage. In 2016, the recommendations of the Teaching and Research Load Committee were translated into new rules for teaching load hours. ESHCC has a prevention worker, who oversees compliance with health & safety regulations. RI&E The risk inventory and evaluation is a systematic survey of safety, health and welfare risks for ESHCC staff. This survey is carried out by an external expert together with EUR s health and safety officers. The RI&E provides insight into the actual and desired situation in the organisation, allowing EUR to implement 12

14 EUR policy The Erasmus University Rotterdam vigorously pursues durable employment practices. This is why it pays extra attention to the issue of work-related absenteeism and the improvement of the physical and mental well-being of its staff. The university therefor offers its employees the Erasmus Vitality programme, with a health check and a personal training plan. As part of the Erasmus Vitality programme, Vitaal@work involves 20-minute sessions where employees do various physical exercises under the professional guidance of an Erasmus Sport trainer. On three mornings these sessions are held at ESHCC. Core values The core values of the EUR are professionalism, teamwork and fair play. The integrity code and the policy against undesired behaviour provide the specifications for these values. A code of conduct was drawn up to make values and standards explicit within Erasmus University Rotterdam. EUR has also issued a code of conduct for IT. effective measures to improve working conditions. An Action Plan specifies how, when and which measures ESHCC will implement and who is responsible for them. ESHCC will be starting a new RI&E in Q1 and Q2 of 2017, due to ESHCC s relocation to the Van der Goot building. Procedure for Absenteeism Due to Illness A procedure has been established to take an active role in managing and preventing absenteeism due to illness. This procedure involves a number of legal obligations for both the employer and the employee. EUR employees are personally responsible for reporting their sickness and their recovery; at ESHCC, employees report their sickness or recovery via the secretariat. The secretariat passes this notification on to the immediate supervisor and HR. The supervisor can then take measures to compensate for absenteeism within the organisation. In the event of sickness absence lasting more than 7 days, the HR Partner agrees with the immediate supervisor whether an invitation to attend an appointment with the company doctor will be sent. If the invitation is sent, the company doctor advises the employee and supervisor on the return to work. If employees are regularly sick (more than three times in six months), the procedure followed is the same as for employees who are sick for longer than seven consecutive days. If an employee is sick for more than four weeks, a problem analysis and a reintegration recommendation are prepared by the company doctor. Based on the problem analysis and the recommendation, the employee, supervisor and HR Partner together draw up an Action Plan. This Action Plan clearly describes the current situation and what arrangements are in place to ensure a swift recovery. Under the Eligibility for Permanent Incapacity Benefit (Restrictions) Act, the employee is required to take certain actions: visit the company doctor, draw up and sign the Action Plan, actively cooperate with reintegration and recovery and be contactable by the employer and company doctor. The aim of this is to oblige both the employee and the employer to do everything they can to ensure the speediest possible reintegration. As well as the company doctor, the EUR offers support to its employees through the industrial welfare worker and the confidential counsellors. The industrial welfare worker deals chiefly with employees well-being in relation to their social environment. If employees are 13

15 experiencing problems that are due to, or influence their work, they can get help from the industrial welfare worker. EUR has appointed two confidential counsellors. They are the point of contact for employees and students who are dealing with (or have been faced with) unwanted behaviour or unfair treatment in their studies or work situation. 4.5 Diversity ESHCC seeks to achieve a diverse workforce: not just in terms of gender but also in terms of international diversity and variety of social backgrounds. Gender diversity has been the main focus of attention in recent years. ESHCC aims for gender balance across all academic positions. In 2017, ESHCC is appointing a Diversity Officer, who will be responsible for diversity, for introducing new interventions and for monitoring diversity policy. This Diversity Officer will work out the issue of diversity for ESHCC in 2017, resulting in an Action Plan. ESHCC carries out current EUR diversity policy regulations like the temporary teaching exemption after maternity leave. 4.6 Talent Policy It is by no means certain that ESHCC will be able to offer PhD students a vacant position at ESHCC after completing their dissertation. ESHCC encourages PhD students by offering a Basic Teaching Qualification, the support of their doctoral supervisor with the transition to the labour market, help with preparing grant applications and, via HR, with support in looking for a job outside the faculty. 4.7 Termination of Employment An employment contract with EUR may be terminated for various reasons: - end of temporary employment contract - at the request of the employee - due to reaching age of entitlement to state pension - as a result of reorganisation. Re-employment support The main aim of re-employment support is to help employees in their search for another job. The support 14

16 may involve help with applications, creating a CV, letter or LinkedIn profile or an outplacement process with an external agency. It may be that the employee would benefit from training, retraining or personal career coaching. The exact form the process will take will be tailored to the individual situation. Therefore, the process may differ for each individual. The precise steps the employee will take are recorded in an action plan. The Employment Case Manager is the employee at the EUR who coordinates and supports the re-employment process, as well as the internal vacancy procedure. EUR has contracted external agencies who provide support with external mobility ( re-employment ). 15

17 Appendix 1 Formation plans of the departments (Follows later) Appendix 2 Qualifications for Teaching, Research and Management (Follows later) Appendix 3 Regulations Permanent Committee for Academic Staff Career Development (Follows later) 16