GAP ANALYSIS - PROCESS HRS4R

Transcription

1 GAP ANALYSIS - PROCESS HRS4R October 2018

2 TEMPLATE 1 GAP ANALYSIS - PROCESS Case number: 2018CZ Name Organisation under review: Mendel University in Brno Organisation s contact details: olga.korvasova@mendelu.cz SUBMISSION DATE: OCTOBER 5, 2018 DATE ENDORSEMENT CHARTER AND CODE: October 6, 2017 PROCESS The HRS4R process must engage all management departments directly or indirectly responsible for researchers HR-issues. 1 These will typically include the Vice-Rector for Research, the Head of Personnel, and other administrative staff members. In addition, the HRS4R strategy must consult its stakeholders and involve a representative community of researchers ranging from R1 to R4 2, as well as appoint a Committee overseeing the process and a Working Group responsible for implementing the process. Please provide the name, the position and the management line/ department of the persons who are directly or indirectly engaged in the HRS4R process in your organisation: Name Position Management line/ Department STEERING COMETEE Danuše Nerudová (R4) Rector Vojtěch Adam (R4) Vice-rector for Research and Innovation Jitka Janová (R3) Vice-rector for Quality Management and Human Resources Irena Marková (R3) Vice-rector for Educational Affairs Petr Eliáš (staff) Head of Human Resources Department Human Resources Department (HR Dept.)

3 Šárka Dvořáková (staff) Head of Science and Research Department Science and Research Department ( R & D Dept.) Veronika (staff) Vejrostová Head of Department of Strategy and Quality Department of Strategy and Quality WORKING GROUP Vojtěch Adam (R4) Vice-rector for Research and Innovation Jitka Janová (R3) Vice-rector for Quality Management and Human Resources Vít Janiš (R2) Michaela Vaidová (R1) Ondřej Mocek (R2) Assistant professor PhD student, Vice- dean, assistant professor Faculty of Business and Economics Faculty of Horticulture Faculty of Regional Development and International Studies Jakub Drimaj (R1) PhD student, Research technician, Faculty of Forestry and Wood Technology Hana Středová (R3) Vice- dean, associate professor Faculty of AgriSciences Martin (staff) Brandstätter Secretary, representative of the Institute Institute of Lifelong Learning Olga Korvasová (staff) Human Resources Manager HR Dept. Bohdana Šlégrová (staff) Human Resources Specialist HR Dept.

4 Your organisation must consult its stakeholders and involve a representative community of researchers ranging from R1 to R4 3, as well as appoint a Committee overseeing the process and a Working Group responsible for the implementation of the HRS4R process. The term 'Human Resources' is used in the largest possible sense, to include all researchers (Frascati definition: Proposed Standard Practice for Surveys on Research and Experimental Development, Frascati Manual, OECD, 2002) disregarding the profile, career level, type of contract etc. etc. For a description of R1-R4, see Provide information on how the above groups were involved in the GAP-analysis: *Stakeholder group *Consultation format Outcomes R3-R4 Strategic meeting of university management. February 2018 R1-R4 Presentation and discussion in Academic Senate. Steering committee) March, April 2018 R1-R4 Advisory board of deans, discussions and presentations. Steering committee) March, April 2018 R1 R4 HR Award Working Group Every week meetings April October 2018 (on going) Establishing Steering committee, initiating the selection procedure and creation of the Working Group. Raising awareness of the HRS4R process at the constituents, informing their elected representatives in the Academic Senate on Charter & Code, triggering a discussion, gaining basic feedback. Raising awareness of the HRS4R process at the constituents through deans, triggering a discussion about Charter & Code principles from the point of view of the management of the institutions and faculties. The members transfer the information on HRS4R to their respective constituents and at the same time obtain information, opinions and feedback from the community of researchers of the respective faculty/institute back to the Working Group. The information acquired and supporting documentation from the constituents form the basis for the University-wide summary GAP analysis and the composition of an Action Plan.

5 Administrative and supporting staff for R1-R4 Administrative and supporting staff Round table Working Group) May 2018 The members of the Working Group have also met the management of individual departments that are affected by the strategy of the human resources management concerning the researchers: Science and Research Department (R &D Dept.), Human Recourses Department (HR Dept.), Legal Department, Department of Strategy and Quality, Centre of Technology Transfer, Institute of Information Technologies, Department of Scientific and Pedagogical Information and Services, Public Relations Department. The aim was to look at the issue of the HRS4R process from the point of view of administrative and supporting staff, to raise their awareness and to involve them in the entire project. R1 R4 R1-R4 Survey, HR Dept.) June 2018 HR Round table Vicerector for Quality Management and Human Resources) June 2018 The survey was elaborated in Working Group and processed by HR Department. The focus of the survey was on particular C & C topics awareness. Additional information was gained via open questions enabling the researchers to list personal experience and suggestions. The 50% of permanent staff took part in the survey which strengthen the explanatory value of the results that has been taken into account in GAP analysis and Action plan. Open round table discussion with all those interested from the ranks of the permanent staff. The topic included the results of a questionnaire survey, discussion over the identified missing human resources management elements at the University and ideas and brainstorming sessions on possible priorities in the Action Plan. The results of the discussion extended the supporting documentation for the GAP analysis and for the Action Plan. R1-R4 Academic Senate presentation of GAP analysis and Action plan Vicerector for Quality Management and Human Resources) September 2018 Presentation and communication on the results of GAP analysis and Action plan. The comments and responses were implemented into the GAP and AP. Note that the minor comments obtained in Academic Senate complemented the big picture continuously gathered by Working Group.

6 Please describe how was appointed the Committee overseeing the process and how it worked (meetings, decisions, etc.): Free text 200 words maximum The strategic leader of the Steering Committee is rector prof. Danuše Nerudová, the first woman on the rector position in the 100 years history of Mendel University in Brno, and a strong promoter of equal opportunities, transparency and ethical standards in the Czech universities. As the continuous development and improvement of HR strategy for our university is in her at most focus, she personally and intensively promotes the role and importance of HRS4R process for our university at relevant bodies (advisory board of deans, Academic Senate, managing board) and also on informal meetings with the academic staff. When building her team of Vice-rectors, she has newly established a Vice-rector for Quality Management and Human Resources, who is responsible for permanent developing the HR strategy at the university and particularly she is in charge of the complete HRS4R process. Vice-rector for Quality Management and Human Resources is a member of Steering Committee. Further members are Vice-rector for Research and Innovation, Vice-rector for educational affairs (responsible for the PhD students), Head of HR Department, Head of R & D Department and Head of Department of Strategy and Quality. As the continuous development and improvement of HR strategy for our university is in our rector s at most focus, she has intensively promotes the role and importance of HRS4R process for our university and discussed the issue at relevant bodies (advisory board of deans, Academic Senate, managing board) and also on informal meetings with the academic staff: first herself alone and later (after Steering Committee (SC) start to work) together with the whole SC. The meetings of SC took place periodically during the meetings of university management throughout 2018, SC has established the Working Group, initiated the HRS4R round tables with researchers, students and supporting staff, has overseen and analysed the survey process, has overseen the process of GAP formulation and based on all gathered information SC has decided on particular items and actions of AP. Please describe how was appointed the Working Group responsible for the implementation of the HRS4R process: Free text 200 words maximum In order for the Working Group to best cover the entire research community at the University, individual constituents of the University were asked to nominate candidates to become the members of the Working Group. Of the proposals, the Steering Committee has selected a combination of members which well covered both various research fields and all career stages R1-R4 and included relevant levels of management, including administrative and service staff.

7 The mission of each individual member of the Working Group is to transfer the information on HRS4R to their respective constituents and at the same time to obtain information, opinions and feedback from the community of researchers of the respective faculty/institute back to the Working Group. In this way and in cooperation and communication with the relevant workplaces of the Rector s Department, awareness of the nature of the HRS4R process and its strategic importance for the University were adopted and basic supporting materials obtained. These, supplemented by findings from the questionnaire survey and from the follow-up round table discussions with researchers, have become the basis for the GAP analysis.