tips and tricks to make your hrs4r process a success an ... · related with hr issues : •work...

Tips and tricks to make yourHRS4R process a successan assessor’s perspective

Barbara Unković M.sc

Juraj Dobrila University of Pula

Croatia

Implementation of HRS4R at Slovak

Research Institutions

29. November 2017.

Bratislava

Runningthe

revised Action Plan

GAP analysis & drafting the Action plan

Interim (internal) assessment ofthe Action Plan

Running the

Action Plan

HRS4R -work flow reminder1 year &

a lot of

talk and comb

2 years of

tailored fitting

Receiving a detailed

Feedback & Re-routing

3 years of implementation

Internal review &

External experts on site visit

1. The University’s general

strategy

2. University’s research strategy

3. Desire to increase the national

and international visibility

4. Acknowledge the University’s

research strengths and the

possibility to reinforce it with

foreign researchers

5. Appoint a committed project

sponsor and a Working group

6. Compile a stakeholder

communication plan

7. Be curious to measure the

GAP and work on it!

1

2

3

4

5

6

7

Clear Vision

29.11.2017. Implementation of HRS4R in Slovak Research Institutions

Barbara Unković: Tips and tricks to make your HRS4R process a success - an assessor’s perspective

• related with HR ISSUES :

• work overload, not willing to get involved

• Admin staff has a lack of English language skills

• Not open for change – internal working culture

• Let’s make it an OPPORTUNITY:

• Include from the beginning the admin staff in the HRS4R process

• Keep in mind - you can transform in an outstanding place to

work and be an attractive employer for foreign researchers!

• Set new practices and standards by acquiring the 40 principles

of the Charter & Code as role models and tailor it to your reality

• University strenghts – make them visible!

Foreign researchers make a shift in the internal working culture – they bring new working habits and new practices too!

CHALLENGES

• Steering Committee:

University Management

• Rector & Vice-rectors

• Chief of Administration

• Deans

Heads of Departments

• International Cooperation

• Research Projects

• Legal Affairs

• Personal Administration

They will overcomeorganisational roadblocksas they arise!

KEY CONTRIBUTORS



• Working Group:

• Project Manager (Vice-rector ?)

• Chief of Administration Offices

• Representatives from HR /Legal or Personel Administration

• Representatives from International Cooperation

• Representatives from Research Support Offices

• Researcher panel (from your Faculties or constituents)

Get your project sponsor and WorkGroup together to discuss on successmeasures and indicators to work on!

KEY CONTRIBUTORS

• It is a TWO-WAY approach:

• 1 year process

• Carry out the Stakeholder Communication Plan through mailing

list, consultations, info days and news on the web …

METHODOLOGY

Delegate C&C

items according

to WG member’s

expertise field.

Researcher

Panel should go

through all 40

principles.

Gap analysis

(Analyse existing

regulations and

internal policies

for each item).

Scratch missing

points.

Working Group

sessions -

discussion of

resulting

observations,

suggestions,

upgrading existing

measures,

introduction of

novelties.

Steering

Committee

validation.

Action Plan

finalisation.

Publish it on

the University

web site.



• Establish a clear project schedule:

• Allocate project tasks to team members with expertise in the area.

It will boost a sound quality within!

• Use small teams in thematic areas to foster the process.

Keep it interdisciplinary but with expertise skills!

• Communicate the progress regularly to the WG and Rector/Dean.

Make sure that planned novelties and changes do get a review by the

WG and authorization by the Rector/Dean – the ultimate PR person!

Evaluate the impact of planned actions in time (and schedule it right), quality and human resources that will bring it alive!

GENERAL TIPS

• Use the Template 2 for the Action Plan:

• Link actions to observed gaps – VERY IMPORTANT

• Identify stakeholders in charge of carrying out the plan

• Provide a delivery date per action (at least per Quarter or Semester/year)

• Include indicators and monitoring plan to facilitate follow-up

• Summarize your action plan with a table or GANTT chart

• The narrative part (max. 2 pages):

• Provide a general overview of your institution

• Describe the existing strengths and weaknesses of your current policy and

practices under the 4 thematic headings of the C&C

• List strategic HR action to be undertaken:

• The list should be accompanied with an extended version where the actions

should be described in detailed.

GENERAL TIPS

• The presentation of each Action should contain:

• Title of the Action

• Timing

• Responsible Unit

• Indicators / Targets

• Include Monitoring aspects!

Open Recruitment Policy is a key element in the HRS4R strategy.

Indicate how your institution will implement the principles of the Open, Transparent and Merit-Based Recruitment (OTM-R).

GENERAL TIPS



• Publish your HRS4R documents on your institutional

website:

• In English and in your national language

• On the landing page in a visible area

• In relations to Research and linked to HR polices

GENERAL TIPS

If your Institution already fulfils certain principles -provide evidence how this is the case (e.g. links to policies, examples of programmes, examples of supports in place).



• The GAP analysis is not clear enough and does not

underline the existing gaps (in relation to the 40 principles).

• The existing gaps should be described well and how they

will be filled.

• Demonstrate a coherent link between the GAP analysis

and the Action Plan.

TYPICAL REASONS

FOR DECLINING



• No evidence and potential outputs of short-term

interventions and long-term actions that bring about

culture change!

• All polices, regulations and processes have to be

published in English language!

TYPICAL REASONS

FOR DECLINING



• Implementing HRS4R contributes to promoting

internationalization at your institution (and help to accept

this mind-set).

•It will increase your national and international visibility

and attractiveness.

• It will raise awareness of international context to all staff.

• It will leverage for real changes in HR area!

• It as an opportunity to put some important issues on the

agenda!

IMPACT & BENEFITS



CONCLUSION

TextPeople make the difference and

consequently excellent

Universities are made of best

professionals!

Enjoy the HRS4R process!



Text

Join the

EURAXESS

community!



Proud member of Euraxess

community!Text

Contact :

Barbara Unković M.sc

[email protected]

International Cooperation Office

Juraj Dobrila University of Pula, Croatia

Herbert Nitsch-The deepest men on earth! and me



mailto:[email protected]

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