charter & code and hr strategy - how does it work - seminar on the hr strategy for researchers,...
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Charter & Code and HR Strategy for Researchers:
How does it work? Key Features and Challenges
Seminar “The "Human Resources Strategy for Researchers" in a European context”
Nicosia, 24 March 2011
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C&C Endorsements
• Who can endorse the Charter & Code?
Employers or funders of researchers (legal entity)
Associations, professional bodies etc. representing researchers, their employers or funders
• How does it work?
Letter signed by the rector, president, CEO, … (legal representative), sent to the Commission Services in charge
Scanned version will be posted on EURAXESS Rights website
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State of play - Charter & Code
• More than 300 individual endorsements from 31 Member States & Associated Countries, plus various International/European organizations (increase of more than 100 during 2010)
• Representing more than 1000 individual institutions, including universities, research institutes, funding bodies, umbrella organisations and professional associations
• First endorsement from country outside EU MS/AC (Tomsk Polytechnic University, Russia)
• But still some Member States and Associated Countries without any endorsements…
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Endorsements from Cyprus
• Agriculture Research Institute
• Cyprus College
• Cyprus Institute
• Cyprus Institute of Neurology and Genetics
• Cyprus University of Technology
• European University Cyprus
• Frederik Institute of Technology
• Frederick University
• Intercollege
• Neapolis University
• Open Universitry of Cyprus
• University of Cyprus
• University of Nicosia
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Time for action: HR Strategy
• Endorsing the C&C just the first step (but important – increased visibility for institution/organisation, country and the whole ERA)
• Endorsing the C&C principles is making a commitment to work towards their implementation – it does not mean to sign a legal document!
• Coordinated approach necessary to turn words into action
• Tool to support the implementation of Charter & Code: “HR Strategy for Researchers”
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Key aspects of the HR Strategy Process
• This mechanism is a support tool.
• It is thus voluntary.
• It is also light to apply and flexible in its validation and verification approach.
• It recognizes the variety of situations across institutions and organisations.
• The result should be meaningful and reliable information on the actions to implement the Charter and Code principles, which is easily available to the public at large.
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How does the HR Strategy for Researchers work?
Implemented via 5-step voluntary programme:
• Internal gap analysis by the individual institution/ organisation, involving key institutional stakeholders, in particular also researchers
• Development and publication of institutional HR strategy for researchers and action plan (what, by when, by whom) in response to gaps identified
• Acknowledgement of progress by Commission (Logo “HR Excellence in Research”)
• Self-assessment of progress after at most two years
• External analysis after at most four years
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“HR Excellence in Research” Logo
• To be used exclusively by institutions that have received the acknowledgement (listed on EURAXESS website)
• Now also displayed on EURAXESS Jobs Portal with adverts by acknowledged institutions!
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Gap analysis and strategy/ action plan development – how to do it? (1/2)
• Communication with all parties involved is essential, support from top management indispensible!
• Although the process is as light as possible, it does require the allocation of dedicated resources.
• Institutional cross-cutting working group could be very helpful to get buy-in from all departments involved.
• Use staff survey, workshops / focus groups or similar to find out more about the views of both junior and senior researchers.
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Gap analysis and strategy/ action plan development – how to do it? (2/2)
• You are not alone! Talk to your peers to see how they do/did it.
• Template available on EURAXESS Rights – helpful to get initial overview and understand legal / institutional constraints.
• Relevant umbrella organisations (Rectors Conferences etc.) could facilitate the coordination of institutional efforts at national or regional level (e.g. analysis of legal framework for all institutions governed by it, etc.)
• Remember that small changes (that do not cost the world) can have a huge impact.
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Action plan/HR Strategy – what should it contain? (1/2)
• A short description of the process at institutional level, including who/which groups were consulted for the gap analysis.
• Main gaps identified and their allocated priority/ importance in the institutional/national context (full gap analysis does NOT need to be published).
• Actions planned to address the issues, including who/which department is responsible and who else needs to be involved/consulted; what is the timeline.
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Action plan/HR Strategy – what should it contain? (2/2)
• Where applicable: Some explanations why certain issues will not be tackled or have to be postponed (legal constraints, shortage of resources, …); longer term approach for these issues.
• The final action plan/strategy must be available (also) in English, in order to fulfil the requirement “easily accessible” for foreign researchers and to allow the Commission to check its content for the acknowledgement .
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Special case: Funding bodies
• HR Strategy process for funding bodies requires a slight re-interpretation (not directly acting as employers)
• Role of funding bodies: to integrate the C&C principles in their own funding criteria, requiring host institutions to apply them (multiplier role / greater impact!)
• Gap analysis to be carried out in this light (involvement of stakeholders still essential)
• Often role also at national level in policy making => can impact national policy processes
• Evaluation will be flexible, keeping in mind the broader aims of the process
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Acknowledgement – why bother?
No obligation to ask for the acknowledgement, but:
• Acknowledgement provides added visibility:
listing on the EURAXESS Rights website;
exclusive right to use the logo on institutional website, promotional material…. use of logo on EURAXESS Jobs;
• Acknowledgement adds credibility – internally and externally, towards researchers, national authorities, funders etc..
• Acknowledgement means becoming part of a growing group of institutions, many of very high international standing, adding to your institution’s status.
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Acknowledgement – what is it (not)?
• It is NOT an evaluation of the strategy put forward.
• It is NOT a judgement of the current state of affairs.
• It IS an acknowledgement that steps 1 & 2 of the HR strategy process have been fulfilled and that the prescribed procedure has been respected.
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HR Strategy Group• “Institutional HR Strategy Group” set up in 2009, (2nd
cohort just started, 3rd to be launched 2012)
• 95 members: universities, research institutions, funding bodies, multipliers, etc., including Agricultural Research Institute, Cyprus University of Technology, Cyprus Institute of Neurology and Genetics, University of Cyprus
• 17 group members from first cohort acknowledged
• Plus 23 UK institutions carrying out process on basis of the UK Concordat under coordination by VITAE
• Plus first 5 “external” institutions – process not restricted to members of WG
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More information:
visit the EURAXESS portal, section “Rights”, at
http://ec.europa.eu/euraxess/rights
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Thank you for your attention!
Dr. Dagmar Meyer
European Commission - DG Research and Innovation
Unit B2 - “Skills”