Application HR Excellence European Committee
Contents
Summary
1. Introducing Wageningen University and Research Centre
2. Towards HR Excellence:
Goal
Analysis
Approach
Interviews
Overview sources (Appendix1)
3. Charter and Code: legislation, institutional rules and practices
I Ethical and professional aspects
II Recruitment
III Working conditions and social security
IV Training
4. Gap analysis
4.1 Evaluation of Tenure Track Wageningen University
4.2 Workshop for researchers
4.3 Evaluation Performance and Development Interviews
4.4 Wageningen University: a critical reflection
Institutional quality assurance assessment 2012
4.5 Gap analysis by the project group
5. Gaps, required actions and timetable
5.1 Gaps according to the Tenure Track Evaluation Committee
5.2 Gaps according to the researchers
5.3 Gaps according to the critical reflection (review committee of the NVAO)
5.4 Gaps according to the project group
5.5 Actions and timetable
Appendix 1 Overview of HR Strategy for Researchers incorporating
Charter and Code (Excel file)
Summary
The gap analysis has been carried out making use of the recommendations of the Tenure Track Evaluation Committee, a workshop organised for the researchers and the project group of corporate staff. The Committee consulted all the stakeholders within the most important evaluation and appraisal system of Wageningen University namely tenure track. The researchers and the project group focussed on all the EC codes.
Three gaps in terms of EC codes were identified by one or two groups. They are described below:
a. Evaluation/ appraisal systems
b. Postdoctoral appointments
c. Gender balance
Based on the gap analysis an action plan including timetables was set by the Executive Board of Wageningen UR. The implementation of the action plan was assigned to the Director Corporate HR of Wageningen UR in cooperation with Managing Directors and HR departments of the Science Groups.
Publication
Almost all documents will be available at the Wageningen UR Intranet in English; the Application will be published on the public website of Wageningen UR.
Gaps according to the Tenure Track Evaluation Committee
11 Evaluation/ appraisal systems
Change and improvement of the Tenure Track system is needed along three lines:
1. Clear choices for top talent and quality by:
a) strong and independent BACs that reflect the required authority
b) a transparent BAC advice that includes both an advice to the General Director and a development advice to the TT candidate
c) focus on the quality of BAC advice, instead of a more elaborate credit point system
d) more explicit recognition of the TT candidate’s competences and activities that benefit WU in the BAC advice
2. Organise the capacity for learning and improvement by organising possibilities for an exchange of best practises, synchronisation and tuning:
a. regular meetings by representatives of Departmental BACs and HR
b. continuity in membership of Departmental BACs that allow for a memory of practices
c. organising an exchange of experiences and best practises of supervising chairs
3. Better information & communication, and clarity on roles & responsibilities:
a. All parties must take responsibility for being well informed about their roles & responsibilities within the TT system, and approach each other on these in a pro-active manner: “Taking your Responsibility” is the key factor for improving Tenure Track.
b. The internet information needs improvement.
c. Better communication is needed, esp. to inform existing and potential Tenure Trackers and chair holders.
d. One organisation-wide, uniform and clear procedure/regulation for BACs is needed to clarify and sharpen uniform working procedures.
Gaps according to the researchers
During the workshop for researchers two gaps between codes and institutional policies.
Gender balance was not experienced as a gap by the researchers.
11 Evaluation/ appraisal systems
Researchers underline the important of independent selection committees. It is important for the research institutes of Wageningen UR to further develop the career paths of the researchers. At this moment this is in progress.
21 Postdoctoral appointments (Code)
The post doc position has been discussed. Despite their ambitions most post docs do not get a permanent position within the Dutch universities.
If the position is temporary the post doc knows when this ends. The number of extensions of a contract with an organisation is limited by law. But should be further limited.
The researchers noticed that temporary contract can be a ‘danger’ for the strategic goals of the organisation.
The coaching and supervision of postdocs and junior researchers can be optimized. “We do not have dedicated mentors. Mentorship is part of management responsible.”
Gaps according to the project group
The project group identified two gaps between codes and institutional policies.
21 Postdoctoral appointments (Code)
Policy on this issue has been developed taking in consideration the duration of the appointments. The policy points out the transitional position of ‘postdocs’ by the preparation to the next career step and the long term prospects. Only to a few excellent researchers Wageningen UR can offer a research career or a permanent position within the academic staff.
Spin offs of further developed knowledge of Wageningen UR, aiming at commercial applications in cooperation with third parties, are part of the policy of starting new businesses (StartLife). Among others, students and PhD’s, postdocs are stimulated to entrepreneurial activities.
27 Gender balance
There is a clear gender balance in the academic and supporting staff except for the associate and full professors and top management within the organisation. Measurements and activities are taken to improve the balance in gender equality, especially the numbers of men and women in higher positions.
5.5 Actions and timetable
11 Evaluation/ appraisal systems
Action 1 Introducing basic requirements for career trajectories, especially for researchers
Deliverables (Corporate HR and HR departments December 2012)
Checklist on agreed results according to job profile, programme reviews, internal and external project evaluation
Action 2 Redefining long term strategic personnel planning due to aging and retirement
Deliverables (Corporate HR and HR departments November 2012)
Report holding the analysis of staff development 2012-2017
Adjusted Strategic personnel plans of Sciences Groups and other units
Action 3 Monitoring and annually reporting the improvement of performance and development interviews in terms of enlargement of the percentage interviews (80% to 85%) and individual career development plans
Deliverables (Corporate HR March 2012 and 2013)
Annual reports on performance and development interviews
Action 4 Implementing the recommendations of Tenure Track Evaluation Committee Deliverables (Corporate HR March till December 2012)
Improved website on tenure track policy
Improved and uniform composition of assessment committees
Brochure Tenure Track
Manual for the tenure track recruitment and selection procedure
Format for the tenure track review committee agenda
Format for the tenure track review committee recommendation
Format for tenure track personal file including Models A and B assessment list achieved credits
Personal tenure track development plan
21 Postdoctoral appointments (Code)
Action 5 Recommendations on the development and management of track record, educational experience, development of networks
Career and duration of contract
- to offer the absolute top talent an opportunity for a scientific career at Wageningen UR (based on European and national grants, scientific output and international experience);
- post-doctoral researchers need to work on their track record;
- assign other duties to develop the CV: the supervision of PhD and MSc students, education and project management;
- no stacking of appointments of post-doctoral researchers (max one extension);
- post-doctoral researchers need to be offered new prospects outside the university, Alternatives need to be initiated in good time, i.e. at least one year before departure.
Spin offs of further developed knowledge of Wageningen UR, aiming at commercial applications in cooperation with third parties, are part of the policy of starting new businesses (StartLife). Among others, students and PhD’s, postdocs are stimulated to entrepreneurial activities.
Deliverables (Corporate HR, Corporate E&R, Wageningen Graduate Schools June 2013)
Top Talent programmes of Wageningen Graduate Schools
Workshops on Postdoc Career Development for postdocs and professors in order to:
- Increase awareness of and start the dialogue between postdocs and their professors about what is expected from a post-doc and the post-doc career development
- Identify obstacles in career planning for post docs
- Find possible solutions for the identified obstacles
Talent as a researcher
- post-doctoral researchers need to be practical and skilled in carrying out experiments, creative, and able to devise original questions to be addressed by their research. They need to be highly competent in scientific methods, the use of models, the synthesis of new ideas, succeed in raising funds (entrepreneurship) and possess an international drive;
- the chair group needs to offer post-doctoral researchers an inspirational working environment.
- the above can be implemented in recruitment and selection.
The Talents & Topics programme is an example of a successful approach.
Deliverables (Wageningen Graduate Schools June 2013)
Top Talent programmes of Wageningen Graduate Schools
Recruitment and selection
- Recruitment and selection needs to be focused even more on the acquisition of top talent;
- Female candidate post-doctoral researchers deserve more recognition. Female internal candidates must receive more support in the fulfilment of their ambitions.
Deliverables (Corporate HR June 2013)
Improved recruitment site Wageningen UR
Competence development and courses
- competence and personal development of post-doctoral researchers
- encouraging researchers to follow courses and providing career advice. Budgets for training and advice need to be granted generously.
Deliverables (Corporate HR and HR departments June 2013)
Format for Personal Development Plans for postdocs
Coaching
- the P&D and career development interviews should focus on career development and career prospects.
- a specific programme should be agreed with the post-doctoral researchers after two years which addresses the end of the contract, a three-year extension or tenure track.
- coaches should be selected for post-doctoral researchers at the beginning of their appointment.
Deliverables (Corporate HR and HR departments June 2013)
Agreements on career development and coaching within the P&D interviews including the end of the contract, a three-year extension or tenure track
27 Gender balance
Action 6 Every year management reports on the gender situation (facts and figures) are discussed with the local management.
Deliverables Corporate HR and HR departments
Annual reports on gender situation
Action 7 There is an active ‘Network for Wageningen University Alumni Women’ (VWI, Vrouwennetwerk Wageningse Ingenieurs). In 2011 / 2012 the Network took the initiative together with the Wageningen UR Science Shop (Wetenschapswinkel) to investigate why women are underrepresented in higher functions.
Deliverables (Wageningen UR Science Shop June 2012)
VWI Report on the underrepresentation of women
Action 8 Appointment of preferably two, or at least one woman in Recruitment Advisory Committees and Assessment Committees
Deliverables (Managing Directors Sciences Groups June 2012).
Revised composition of assessment committees
Action 9 In 2012 Wageningen University received two NWO-Aspasia Premiums. 25% of the premium is to be spent on the organisational level in terms at the benefit of diversity-policy, especially for improving the position of women in science. It will be used for developing and organizing a mentoring- and coaching system for women in science.
Deliverables (NWO December 2013)
Mentoring and coaching system for women in science
Action 10 Together with other Dutch universities Wageningen UR is developing a course on gender awareness.
Deliverables (VSNU December 2013)
Developed course on gender awareness
1. Introducing Wageningen University and Research Centre
‘To explore the potential of nature to improve the quality of life’. That is the mission of Wageningen UR (University & Research centre). A staff of 6,500 and 10,000 students from over 100 countries work everywhere around the world in the domain of healthy food and living environment for governments and the business community-at-large.
The strength of Wageningen UR lies in its ability to join the forces of specialised research institutes, Wageningen University and Van Hall Larenstein University of Applied Sciences. It also lies in the combined efforts of the various fields of natural and social sciences. This union of expertise leads to scientific breakthroughs that can quickly be put into practice and be incorporated into education. This is the Wageningen Approach.
The ambition of Wageningen UR is to distinguish itself by offering education and research of excellent quality thereby becoming the European institute of knowledge within its domain. The domain of Wageningen UR consists of three related core areas:
Health, Lifestyle, Livelihood
The influence of people’s behavioural choices regarding health, food and living environment. The behaviour of consumers, citizens or recreational participants, the attitude towards risks and uncertainty, the perception of quality and safety, and the relationship between food safety and poverty, particularly in developing countries.
Food and Food production
The production and supply side in the food chain: sustainable agriculture/horticulture and fisheries/aquaculture, international food chains and networks, health aspects of food and the use of biomass within the scope of a bio-based economy.
Living Environment
Nature, landscape, land usage, water and ocean management, and the various competing claims on space. This also includes biodiversity and the sustainability of management and production. Wageningen UR has branches all over The Netherlands (and in China and Brazil, by the way). A large number of lecturers, researchers and other employees are based at Wageningen Campus.
Organisation Chart of Wageningen UR
Top sectors in the Netherlands
‘Green’ education and research in the Netherlands remains linked to a line ministry, namely the new Ministry of Economic Affairs, Agriculture and Innovation (EL&I) formed in 2010. With the establishment of this new Ministry, our research regarding nature, biodiversity and climate will have to be placed in a new perspective, and the economic interest thereof more clearly