HRS4R INTERNAL REVIEW: MASARYK UNIVERSITY - FACULTY OF SCIENCE, Brno, Czech Republic
Name Organisation under review: Masaryk University - Faculty of Science
Organisation’s contact details: Kotlářská 2, Brno, Czech Republic, 61137
Web-link to published version of organisation’s HR Strategy and Action Plan: https://www.sci.muni.cz/en/about-us/hrs4r
Web-link to organisational recruitment policy (OTM-R principles):
https://is.muni.cz/do/sci/normy/SM/SM19-03/?lang=en
https://www.sci.muni.cz/en/careers-at-the-sci-muni/recruitment-process-at-the-sci-mu
SUBMISSION DATE TO THE EUROPEAN COMMISSION: 30.11.2020
ORGANISATIONAL INFORMATION
STAFF & STUDENTS FTE
Total researchers = staff, fellowship holders, bursary holders,
PhD. students either full-time or part-time involved in research
1387
Total R1, R2, R3 a R4 (519 researchers + 868 Ph.D. students)
Of whom are international (i.e. foreign nationality) 222
70 researchers + 85 Ph.D. students
Of whom are externally funded (i.e. for whom the organisation
is host organisation) 439
Data from university web: https://www.muni.cz/o-univerzite/fakulty-a-pracoviste/prirodovedecka-fakulta/statistika (ext.l staff on work agreements)
Of whom are women 573
168 women researchers + 405 Ph.D. students
Of whom are stage R3 or R41
= Researchers with a large degree
of autonomy, typically holding the status of Principal
Investigator or Professor.
195
R4-typically professor, adjunct professor, researcher in leading role (head of the workplace); R3-typically associate professor;
researcher or scientific researcher II
Note: In 2018, HC was reported by mistake in this row instead of FTE. HC of R3+R4 in 2020 is 236 (decrease compared to 2018 due to new methodology
applied in line with the Faculty System of Positions and Job Titles).
Of whom are stage R2 = in most organisations corresponding
with postdoctoral level
298
R2-lecturer, assistant professor, researcher/scientific researcher II, postdoc (all with PhD degree)
Of whom are stage R1 = in most organisations corresponding
with doctoral level
895
R1 - 868 Ph.D. students + 27 employees (typically assistant, researcher I or specialist)
Total number of students (if relevant) 3651
All students at the Faculty of Science MU as of 8.10.2020
Total number of staff (including management, administrative,
teaching and research staff)
907
519 researchers + 98 Ph.D. employed students+78 admin staff + 212 technical positions or other support staff at
departments, Botanical Garden, Library. .
RESEARCH FUNDING (figures for most recent fiscal year) €
Total annual organisational budget 60 515 079
Annual organisational direct government funding 26 737 352
Annual competitive government-sourced funding 23 868 610
Annual funding from private, non-government sources,
designated for research
2 065 519
ORGANISATIONAL PROFILE
The Faculty of Science MU (SCI MU) is a higher education institution at Masaryk University (MU), established pursuant to Section 22 (1) b) of the Higher Education Act of the Czech Republic
and specified in section 2 b) of Annex No. 2 of the MU’s Statute. The Faculty is organized in 13 relatively autonomous departments and 2 institutes, of varying size and complexity – from circa
20 to 270 employees, and having their own departmental organisation rules and budgets. As an integral part of the university, the faculty cooperates closely with the Faculty of Medicine,
Central European Institute of Technology (CEITEC) and the Faculty of Pharmacy at Masaryk University.
The Faculty of Science MU has endorsed principles of the Charter and the Code and implements the HRS4R as a separate organisation.
STRENGTHS AND WEAKNESSES OF THE CURRENT PRACTICE
Ethical and professional aspects
Interim Assessment 2020
During the implementation phase 2019-2020, we have made the following progress in Ethical and professional aspects compared to the Initial Assessment phase, and we
have improved several that time weaknesses by actions:
Communication on research, as well as general communication, became bilingual (Czech and English) as a standard. In some areas, English is used exclusively (e.g. PhDrelated
topics).
• Improvement of external communication: New external web of the faculty (https://www.sci.muni.cz/en/) has been created - fully bilingual, including a new Research page and
Careers web page. This action significantly improved the visibility of the faculty’s research qualities, results, and events and contributed to professional employer branding. We also
continue developing specific faculty content on the newly introduced university intranet - internal Employee Portal.Muni.CZ.
• In addition to general news and news from research and science, the faculty’s Project Office started publishing research project news via the internal Employee Portal where
researchers get regular updates on research projects. Events of the Week, i.e. weekly e-mail updates, are being distributed to all doctoral students at the University Campus to
promote research events and seminars. The same mailing is prepared for the second faculty location in the city center.
• Procedures for assigning professors and associate professors (habilitation and appointment) have been fully described, including criteria are available online.
• Dean’s directive on Recordkeeping, Affiliation and Dedication of Results of Scientific and Research Activities at the Faculty of Science MU has been implemented. Among others, it
helps to provide data for academic employees’ evaluation.
• Newly created Employee Evaluation Process is, using the adjusted university e-Application (EVAK), being implemented. The employee’s evaluation process represents a significant
change in org. culture. It has been built on a both bottom up and top-down approach and thorough discussion at the faculty.
• Newly created System of Positions and Job Titles (Role System) is being implemented as a basic pillar of the employee lifecycle processes – Recruitment, Evaluation, Training &
Development, embedding the R1-R4 research profiles and also bringing job descriptions & competency models.
• Newly created Occupational Health and Safety Process is being implemented. This process summarizes the obligations of supervisors in organizing health and safety provisions at
workplaces, in addition to the mandatory entry and periodical OHS training, e-Learning.
On the university level, there was significant progress made in the area of Open Science and Open Access. New comprehensive web was created: https://openscience.muni.cz/ and Open
Science is one of the HR strategic project sub-activities - “Development of Human Resources and MU’s International Research Orientation II” (HR4MUII). This activity is co-financed by the
European Union and within which the Open Access Strategy MU is being prepared. Faculty of Science MU is actively involved in the university Advisory Board for this project, and faculty
Open Science methodologist is a member of the university Open Science governance.
To attract and promote the best researchers, the Grant Agency of Masaryk University provided dedicated schemes for both senior and junior researchers having the potential to submit/win
ERC grants. Through the Grant Agency MU, also re-integration of (mainly female) researchers back to research is assured through a dedicated scheme “Support for Integration of Researchers
After a Career Break” (Career Restart).
Recruitment and selection
Interim Assessment 2020
During the implementation phase 2019-2020, the Recruitment and selection area was our priority, and we devoted major efforts and time to it. This applies not only to efforts of the HR
Award Expert team, that designed a new Recruitment Procedure and a new Recruitment Process Guidelines and Templates (in line with both the Charter&Code OTM-R principles and advanced
recruitment techniques) but also to high engagement of all faculty stakeholders (HR department, Department heads, supervisors and departmental admin staff).
We have improved the majority of the existing recruitment practises at the Faculty that were, in the Initial Assessment phase, recognized as weaknesses. We took the following actions and
implemented these new steps:
• The newly created Dean’s directive, Recruitment Procedure (OTM-R Policy), has been implemented.
The new policy is used as a standard for open, transparent, and merit-based selection. It creates a new obligation to conduct a selection process for all faculty vacancies. It uses
profile/job descriptions specified in the new faculty System of Positions and Job Titles for job requirements and candidate evaluation and sets rules to balance the selection
committees from the gender and expertise perspectives. It also strongly recommends posting research vacancies on the faculty’s Euraxess profile, which has merged multiple
individual faculty departments’ profiles into one official profile.
• Dean’s Instruction, Recruitment Guidelines (OTM-R Process), complements the Recruitment Procedure (OTMR-R Policy). The Guidelines bring a detailed process map with more than
20 attachments/templates supporting individual process steps and all participant roles in the selection process (e.g. Hiring Request and Job Advertisement, Selection Committee
Nomination Letter and Selection Committee Training Documents, GDPR Principles, Interview Scenario and Recommendations (including antidiscrimination provisions), List of
Recruitment channels for job posting (including prices, links and internal university owners), E-Recruitment tool guidelines (including the e-application instruction), Interview Feedback
Form, Job Offer, Rejection email, Information on Employment in the Czech Republic, Joining Instructions and Pre-Onboarding Checklist.
Note: This set of documents is for internal use only and accessible only to the university employees.
Both OTM-R Policy and Process were fully implemented - communicated to all employees via email/web newsletter, presented in a recruitment section of a new Career web of the
faculty, and explained in detail at circa 13 training sessions to about 100 supervisors and administrative staff. Special attention was paid to the HR Department staff training providing
recruitment support to respective faculty workplaces..
• Within the implementation of the OTM-R Policy and Process, the faculty analysed the existing university e-Recruitment tool and requested adjustments to the e-Tool to increase its
effectiveness. The adjustments are currently in the university approval process. In relation to this, metrics for measuring recruitment effectiveness via the e-Tool data will be
implemented in the next project phase.
• Newly created Career Code, which helps to introduce professional opportunities and eventual career development paths to potential candidates, is being implemented.
• We have created the new Careers web to introduce the Faculty of Science MU as an attractive employer. It presents Recruitment process description, Open positions, Career
Development Paths, Success Stories, and Ethics at the workplace sections.
Working conditions
Interim Assessment 2020
During the implementation phase 2019-2020, we have made the following progress in Working conditions aspects compared to the Initial Assessment phase:
• As already mentioned in preceding SWOT sections, there were following processes influencing working conditions introduced, some of them already fully implemented: Employee
Evaluation Process, Occupational Health and Safety Process, Recruitment Procedure (OTM-R Policy), Recruitment Guidelines (OTM-R Process) and Career Code.
• We have significantly reduced the language barrier. The majority of the 2019 and 2020 general faculty communication, as well as all official documents, are bilingual (CZ+Eng). We
have also translated the majority of relevant documents created before 2019 into English.
• Newly created Onboarding Process has been prepared and is going to be implemented. It will help new employees to adapt to the new working environment in a positive and effective
manner.
• Newly created and fully implemented directive on Organization and Record-Keeping of Working Hours brought clear working time rules, among others on flexible working hours and
home office. This directive helps especially parents to combine their work performance with childcare duties and thus maintain good work and life balance. Note: This set of
documents is for internal use only and accessible only to the university employees.
• The institute of Ombudsman is a sensitive action point, which has also been emphasized in the faculty HRS4R Consensus Report received from EC Assessors in 2018. It has been
thoroughly analysed, including the possibility of participating in the university-wide concept. The university has issued an updated directive on submitting and resolving employmentrelated
complaints. The document is accessible only to university employees and is available in CZ language only. The university is considering establishing a mediation service in the
future. Therefore, the faculty works on creating its own institution of the Ombudsperson; this should be finalized in 2021. See also the respective part of the Employee Survey 2020
and the pre-prepared section of the faculty website. As a first step, an Ombudsperson for Ph.D. students has been appointed, and a Complaint tracker has been prepared for this
Ph.D. role.
• In the area of gender equality support, the faculty became an Associate Member of an international mentoring network Eument.net: http://www.eument-net.eu/members/
(international mentoring programmes for researchers – originally intended for women to support their position in science but extended to all researchers later on). We also started
cooperating with the Czech national contact center for Gender and Science (NKC).
• As one of the steps to improve working conditions, a Childcare Group has been set up, in a joint effort of all MU faculties located at the University Campus. The faculty will focus on
arranging a similar facility for its second location in the city center.
• During the current pandemic situation, when most of the staff is on home office, the online sport activities were provided to all university employees and their children via the
university intranet.
• The existence of the International Staff Office MU became even more important during the pandemic. It gradually extends its services - namely information services, which appeared
to be crucial in the current “Covid times”, when information about current immigration measurements is necessary for legally compliant hiring and employment of foreign nationals
• Through the university Grant Agency, re-integration of (mainly female) researchers back to research is newly assured through the dedicated scheme “Support for Integration of
Researchers After a Career Break” (Career Restart).
• A weakness stated in the 2018 Internal Review, i.e., “feeling of insecurity” among researchers with respect to limited duration of their employment contracts” was partially addressed
as an explanatory provision of the new Career Code, up to an extent the current financing scheme of research and higher education in the Czech Republic and also the Czech Labour
Code allow. The faculty will continue in identifying further steps suitable to all involved parties.
Training and development
Interim Assessment 2020
During the implementation phase 2019-2020, we have made the following progress in the Training and development area compared to the Initial Assessment phase:
• As already mentioned in preceding SWOT sections, there were following processes influencing T&D introduced, some of them already fully implemented: System of Positions and Job
Titles, Career Code and Employee Evaluation Process.
• Faculty dedicated significant efforts to early-stage researchers’ development, namely Ph.D. students but also PostDocs:
Creation of comprehensive PostDoc website, organization of yearly Ph.D. Days starting in 2018, publishing a Guide to Ph.D. Studies, the introduction of a new bilingual website for
doctoral students = online information hub, the appointment of the Ph.D. Ombudsperson, distribution of Events of the Week - mailing for Ph.D. students, offering an interactive
course on academic writing since 2019.
• The faculty drives inter-faculty cooperation in the establishment of a joint “Mendel Ph.D. Umbrella”: faculties with close relationships regarding the research topics, i.e. Faculty of
Science, Faculty of Medicine, Faculty of Pharmacy and CEITEC research institute are involved in sharing information on research seminars, cooperation offers, training and mentoring
among all natural and life-sciences-oriented faculties.
• The university is developing a comprehensive concept of support training for doctoral students, supervisors, and doctoral boards, tentatively called “MUNI Ph.D. Academia”. This
concept is also being developed based on the recommendations of ISAB - https://www.muni.cz/en/research/isab. The “MUNI Ph.D. Academia” concept will set transparent criteria
and requirements for doctoral students as well as supervisors, including work conditions (salaries, etc.). It will provide various mentoring tools.
• Planned content of the HR Academy for supervisors has been broadened in the Revised Action Plan 2021-23, by legal aspects of dealing with employee performance.
• The T&D area was also most negatively influenced by the pandemic situation. We had to cancel an already organized Leadership training with an international lecturer in spring 2020
and postpone preparations for a PostDoctoral workshop.
Have any of the priorities for the short- and medium term changed?
In general, we have met the original plan priorities by building a solid basis for improving the faculty employee life cycle. We started with the System of Positions and Job Titles, which
provided solid grounds for the following Recruitment Procedure (OTM-R Policy), Recruitment Guidelines (OTM-R Process), Career Code, Onboarding Process, and Employee Evaluation
Process.
Our Initial Action Plan 2018 was ambitious, and the strategy was designed for the whole 5-year period, i.e. 2019 – 2023. By the above, we have completed all preparation phases of the
mid-term action points. However, we have not completed the implementation of some of them into the faculty’s real-life. We made progress in all cases, though.
The 2020 pandemic situation and also the complexity of practices at the 13 autonomous departments requiring a more individual approach than was initially expected are the reason to
postpone some of the implementation activities.
Have any of the circumstances in which your organisation operates, changed and as such have had an impact on your HR strategy?
1. Similarly to the rest of Europe, the Covid-19 pandemic impacted the university's operations and the faculty's HRS4R implementation phase. Despite the impact during the spring and
currently in the autumn of 2020, we did our best to overcome this.
• Organisational priorities had to change due to practical reasons, and enormous efforts were undertaken to ensure essential functions – teaching and research.
• The faculty/university focused on the dynamic transition to digital operation and home office mode: In a short time, the majority of teaching activities were converted to the online
form, the same held for meetings, and multiple types of administration where e-Tool allowing electronic approvals and signatures of documents has been implemented, etc.
• Consequently, meetings and training were limited to the online form (apart from summertime). The university/faculty adapted exceptionally quickly; however, we missed personal
contact, which is always needed when the organisation is transforming people processes. Consequently, the HRS4R implementation (of newly created processes) requiring
extensive communication and involvement of all stakeholders got slightly delayed.
2. Faculty’s HR Award Manager (Senior Strategist) became an EC Expert – HRS4R Assessor in 2019 and conducted multiple Assessments of other European organisations applying for the HR
Award till now, which helped the faculty to understand the broader context of the HRS4R implementation.
Are any strategic decisions underway that may influence the action plan?
There was an important decision made at the university level: 9 additional faculties of Masaryk University individually endorsed the Charter and Code principles in 2019 and started to
prepare the HR Award applications, GAs, and APs for their submission in 2020.
The university rectorate personnel department established the MU HR Award Coordinator role and the MU HR Award Coordination group in 2019. The coordination group started to
identify areas where all faculties working on the HRS4R could be supported and created a Schedule of joint actions and outputs till 2023. Some of those outputs and initiatives will have
been used by the Faculty of Science MU in the updated Action Plan for 2021-23 with the aim to enhance the university targets by the faculty operational specifics.
Note: Faculty of Science MU heavily supported this group of faculties. We shared experience and best practices gained during our own GA and AP preparation, shared learning points from
the HRS4R implementation and also the AP outputs – new policies and processes created at the faculty. These are expected to shape the university standards as a pilot. Faculty of Science
MU also provided consultancy of the HRS4R Assessor, an employee of the faculty, as mentioned in the previous section.
ACTIONS
Current status options: NEW / IN PROGRESS / COMPLETED / EXTENDED
Proposed actions 2018 Gap Principle(s) Timing Responsible
Unit
Indicator/Target Status 2020 Remarks
1. Implementation of a faculty ROLE
SYSTEM, including related job descriptions
and competency models as a basic pillar for
multiple stages of the employee life cycle, using
also the European Framework for Research
Careers, which identifies both necessary and
desirable competencies for each of the four
broad profiles for researchers (R1 to R4). The
new faculty Role system will enable:
*Transparent recruitment, candidate
evaluation and its formalization.
*Structured employee evaluation.
*Employee training and development.
*Considering additional organizational level
and consequently sub-department lead role to
be added to the departmental organisational
structure.
(+/-) 11. Evaluation/
appraisal systems
(+/-) 16. Judging merit
(-/+) 21. Postdoctoral
appointments
(++) 22. Recognition of
the profession (+/-) 33.
Teaching
(+/-) 37. Supervision and
managerial duties
(+/-) 39. Access to
research training and
continuous development
(+/-) 40. Supervision
Preparation
31.5.2019
Implementation
31.12.2021
New Due Date
*HRA Dpt.
*HR Dpt.
*HRA Work
Group (Dpt.
Heads)
1.
https://is.muni.cz/do/s
ci/normy/SM/SM19-
01/
2.
https://www.sci.muni.
cz/clanky/pracujeme-
na-udrzeni-hr-award-
the-hr-award-
sustainability-
progress
3. [% positions with
job descriptions in
place] - New Due
Date
IN PROGRESS The Dean’s Directive, SYSTEM OF POSITIONS AND
JOB TITLES, has been created, discussed, approved by
the extended Dean’s Board, published, communicated to
all employees via email/web newsletter, and explained at
training sessions for circa 100 supervisors and
administrative staff.
The System of Positions and Job Titles reflects R1-R4
profile descriptions, specifies individual Position duties,
details, essential requirements, and job purpose for all
staff categories: Academic Staff, Non-academic
Research Staff, and Support Staff. The System also
includes Competency Models.
The System is already used in the new faculty
recruitment process to specify vacant positions
requirements and in the candidate assessment process. It
also represents the basis for the Career Code.
I.e., The Preparation phase has been fully Completed.
The Implementation phase has been Partially
Completed, The final deadline was extended till
31.12.2020 to finalize the review of employee’s
assignment to positions and job titles and create/update
missing job descriptions for individual employees, using
prepared Job Description templates
2. Creation of a faculty CAREER CODE, built
on the new faculty Role system and allowing
individual departments to add their specifics in
their departmental operational procedures,
containing:
*Career development paths, presented on the
faculty Career page, and being referenced
from a job advertisement.
*Rules for granting unlimited contracts, and
for limited contracts the aim to provide the
longest contract duration (3 yrs.) possible with
respect to existing project financing condition.
*Mandatory mobility aspects
*Appointment of faculty Career Advisor role,
ensuring access to the career advice.
*Specification of both research and teaching
as competencies for individual roles.
(-/+) 13. Recruitment
(-/+) 21. Postdoctoral
appointments
(+/-) 25. Stability and
permanence of
employment
(-/+) 28. Career
development
(+/-) 29. Value of mobility
(-/+) 30. Access to career
advice
(+/-) 33. Teaching
(+/-) 38. Continuing
Professional Development
Preparation
31.5.2019
Implementation
30.9.2020
*HRA Dpt.
*HR Dpt.
*HRA Work
Group (Dpt.
Heads)
1.
https://is.muni.cz/do/s
ci/normy/SM/SM19-
02/
2. Newsletter
https://www.sci.muni.
cz/clanky/pracujeme-
na-udrzeni-hr-award-
the-hr-award-
sustainability-
progress
3. 100% positions
with career path
description in place
https://www.sci.muni.
cz/en/careers-at-the-
sci-muni/career-
development-career-
paths-positions
COMPLETED The Dean’s Directive, CAREER CODE, has been
created, discussed, approved by the extended Dean’s
Board, published, communicated to all employees via
email/web newsletter, presented on a new Career web of
the faculty, and explained as an additional topic at
training sessions for circa 100 supervisors and
administrative staff.
The Career Code specifies Career Prerequisites for
Positions (including mandatory mobility requirements),
Career Paths (Tracks) and Promotion Rules for all staff
categories:
Research & Teaching, Research Technical Support, and
Administration & Operations.
It includes a provision on possibilities of employment
contract duration and information on Career advising –
interpretation of the Career Code.
The Employee Survey 2020 shows that employees still
seek information on career development possibilities.
Therefore, a new communication action will be added to
cover this need.
3. Implementation of a new FACULTY
EMPLOYEE EVALUATION/APPRAISAL
SYSTEM, containing:
*Framework for setting evaluation targets for
individuals - public engagement activities,
research/teaching targets, leadership and
mentoring targets etc. and employee evaluation
against targets.
*Presence of international evaluators for
senior researchers.
*Specification of rules for motivation bonus
(variable pay).
(+/-) 9. Public
engagement
(+/-) 11. Evaluation/
appraisal systems
(+/-) 26. Funding and
salaries
(+/-) 32. Co-authorship
(+/-) 33. Teaching
(+/-) 37. Supervision and
managerial duties
(+/-) 38. Continuing
Professional
Development
(+/-) 39. Access to
research training and
continuous development
Preparation
31.5.2019
Implementation
30.4.2022
New Due Date
*HRA Dpt.
*HR Dpt.
*HRA Work
Group (Dpt.
Heads)
1.
https://is.muni.cz/do/s
ci/normy/SMD/SM_20
19_5/
2. Newsletter
https://www.sci.muni.
cz/en/current-
news/we-are-working-
on-sustaining-the-hr-
award
3. [# employees
evaluated against
targets] - New Due
Date
IN PROGRESS The Dean’s Directive, PROCESS OF EMPLOYEE
EVALUATION, has been created, discussed thoroughly
within the Researcher Focus Group and dedicated SubWork
Group, approved by the extended Dean’s Board,
published, communicated to all employees via email/web
newsletter, presented on a new Careers web of the
faculty, and explained at individual training sessions
with the “1st
group” department’s heads and the
responsible admin staff.
The process sets rules for evaluating all staff categories:
Academic Staff, Non-academic Research Staff, and
Support Staff. It includes recommendations for the
targets (indicators) and recommends linking these to
financial valuation (variable pay). The evaluations will
be done using the university e-application (Evak), where
adjustments are, after the functionality analysis, being
designed by the faculty in cooperation with the university
teams.
I.e. The Preparation phase has been fully Completed.
This process represents a significant and sensitive
cultural change for the faculty, and its implementation
will require more time and effort than we originally
expected. Therefore, the Implementation phase will be
extended till 30.4.2022, when first group of workplaces
(circa half of the faculty employees) should be evaluated
within Q1 2021 and the second group of workplaces
within Q1 2022.
The implementation phase will include both additional
internal and external training on “How to conduct
evaluation discussions”.
4. Creation and implementation of the
FACULTY OTM-RECRUITMENT POLICY
applicable for recruitment of both academic
and non-academic positions including:
*Specification of responsibilities for the
Faculty recruitment process.
*Rules for appointment of a selection
committees according to the type and
character of positions and committee
composition (e.g. recommendations for gender
balance and diversity, expertise of the
members, voting rights, presence of
external/international members, career breaks
in the CV, seniority etc.).
*Rules for candidate evaluation within the
selection.
*Concept of internal recruitment.
*Publishing the policy using the faculty
communication system.
(+/-) 12. Recruitment
(+/-) 14. Selection
(+/-) 17. Variations in the
chronological order of
CVs
(+/-) 20. Seniority
(+/-) 27. Gender balance
Preparation
31.5.2019
Implementation
30.9.2020
*HRA Dpt.
*HR Dpt.
*HRA Work
Group (Dpt.
Heads)
1.https://is.muni.cz/do
/sci/normy/SM/SM19-
03/
https://www.sci.muni.
cz/en/careers-at-the-
sci-muni/recruitment-
process-at-the-sci-mu
2. Newsletter
https://www.sci.muni.cz/
clanky/pracujeme-na-
udrzeni-hr-award-the-
hr-award-sustainability-
progress
3. 100% staff
informed
4. List of channels for
job posting – part of
the Recruitment
Process Guidelines
5. web link Euraxess
COMPLETED The Dean’s Directive, RECRUITMENT PROCEDURE
- OTMR, has been created, discussed thoroughly,
approved by the extended Dean’s Board, published,
communicated to all employees via email/web newsletter,
presented on a new Career web, and explained at circa
13 training sessions for circa 100 supervisors and
administrative staff.
Special attention was paid to the HR Department
members’ training providing recruitment support to the
faculty workplaces.
Euraxess profile – the faculty merged multiple profiles
of individual departments into one official profile. We
recommend to post all research vacancies there.
The Recruitment Procedure has been fully implemented
and is used as a standard for open, transparent, and
merit- based selection process. It now brings the
obligation to conduct a selection process for all
vacancies, using profile/job descriptions specified in the
new System of Positions and Job Titles for job
https://euraxess.ec.eu
ropa.eu/partnering/or
ganisations/profile/32
325
requirements and candidate evaluation. It also specifies
rules related to balancing selection committees from the
gender and expertise perspective.
Within the Procedure implementation, the existing
university e-Recruitment tool was analysed and the
faculty requested the e-tool adjustments to increase its
effectiveness. The adjustments are currently in the
university approval process.
Metrics for measuring recruitment effectiveness to be
implemented in the next project phase (after adjustment
of the university e-Recruitment tool, see action point 19 Decrease
of the administrative burden by REVIEWING
EXISTING UNIVERSITY IS/IT TOOLS).
5. Creation and implementation of the faculty
OTM-RECRUITMENT PROCESS
(Guidelines), both for external and internal
hiring, as a practical methodology and helpful
framework, including:
*Detailed recruitment process description.
*Guidelines and templates for external and
international job posting.
*List of recruitment channels and sources.
*Templates for transparent candidate
evaluation (interview feedback form), antidiscrimination
list of questions (What to ask
and not to ask at the interview).
*Templates for situational communication with
candidates.
(-/+) 13. Recruitment
(+/-)15. Transparency
(+/-) 16. Judging merit
Preparation
31.5.2019,
Implementation
30.9.2020
*HRA Dpt.
*HR Dpt.
*HRA Work
Group (Dpt.
Heads)
1.https://is.muni.cz/auth/
do/sci/normy/PO/priruck
a_vr_recruitment_guidel
ines/ - Internal Doc.
https://www.sci.muni.cz/
en/careers-at-the-sci-
muni/recruitment-
process-at-the-sci-mu
2. Newsletter:
https://www.sci.muni.cz/
clanky/v-ramci-projektu-
hr-award-zavadime-
dalsi-novinky-v-oblasti-
pece-o-zamestnance-na-
prirodovedecke-fakulte-
mu
3. 100% staff
informed
4. Channels for job
posting
https://is.muni.cz/auth/d
o/sci/web/HRA/hrs4r_sci
_mu_-
_internal_review_11_20
20/
5.
https://euraxess.ec.europ
a.eu/partnering/organisa
tions/profile/32325
6. [hiring manager
feedback] - New Due
Date
7. 100% of informed
applicants
8. [successful
candidate feedback –
New Due Date
COMPLETED The Dean’s Instruction, RECRUITMENT PROCESS
GUIDELINES - OTMR, has been created, discussed
thoroughly, approved by the extended Dean’s Board,
published, communicated to all employees via email/web
newsletter, and explained at circa 13 training sessions
for circa 100 supervisors and administrative staff.
(Note: This set of documents is internal and accessible only to
the university employees.
Special attention was paid to the HR Department
members’ training who provide recruitment
administrative support to all faculty workplaces and who
participated in the process design.
The Guideline is a detailed process map of internal
character and is directly accessible to faculty/university
employees only.
The Guideline provides more than
20 templates supporting individual process steps and all
participant roles in the selection process. It includes
Hiring Request and Job Advertisement, Selection
Committee Nomination Letter and Selection Committee
Training Documents, GDPR Principles, Interview
Scenario and Recommendations (including
antidiscrimination provisions), List of Recruitment
channels for job posting (including prices, links and
internal university owners), E-Recruitment tool
guidelines (including the e-application instruction),
Interview Feedback Form, Job Offer, Rejection email,
Information on Employment in the Czech Republic,
Joining Instructions and Pre-Onboarding Checklist.
Metrics for measuring recruitment effectiveness will be
implemented in the next project phase, (after adjustment
of the university e-Recruitment tool, see action point No.
19 - REVIEWING EXISTING UNIVERSITY IS/IT
TOOLS).
6. TRANSLATION of all relevant
faculty/university documents, websites and
employee mandatory training INTO
ENGLISH.
Initiated with a rule of "Only Czech/English
communication to all employees and faculty
relevant regulations to be issued from January
2019", and ongoing for all new relevant
documents and communication, also in line
with planned University Language policy.
(+/-) 1. Research
freedom
(+/-) 2. Ethical principles
(+/-) 3. Professional
responsibility
(+/-) 4. Professional
attitude
(+/-) 5. Contractual and
legal obligations
(+/-) 6. Accountability
(+/-) 7. Good practice in
research
(+/-) 10. Non
discrimination
(+/-) 23. Research
environment
(+/-) 24. Working
conditions
(+/-) 26. Funding and
salaries
(+/-) 31. Intellectual
Property Rights
(+/-) 33. Teaching
(++) 35. Participation in
decision-making bodies
Preparation
1.1.2019
Implementation
30.9.2023
*HRA Dpt. 90% of relevant
documents in English
[% of trainings in
English] – Moved on
IN PROGRESS The faculty has made significant progress in the USE
OF ENGLISH. The general faculty communication to
employees (coming from all Dean’s Office support
departments) and all official documents (Dean’s
Directives, Measures, Instructions) are bilingual (CZ +
EN) in the majority of cases as of January 2019.
The majority of current official documents (Dean’s
Directives, Measures, Instructions) created before 2019
were translated into English as well.
However, improvements are still needed, as the results of
the Employee Survey 2020 confirm: 32% of foreign
employees consider faculty’s providing equal
information to non-Czech speaking employees as
sufficient, 65% partially, and 3% insufficient.
In the coming phase of the project, we will focus on
language points mentioned in the Employee Survey –
namely information related to the outputs of the faculty
Academic Senate and communication on the
departmental level.
The faculty will continue with its efforts to influence the
availability of university communication and official
documents in both language versions.
As to English versions of training, mainly coming from
the university level, there is still significant space for
improvement, which is also linked to both the faculty and
university's financial resources.
However, we made some progress in this area as well –
e.g., Occupational Health and Safety e-Learning in EN,
provided by the university in 2019.
7. Creating a CODE OF ETHICS, expanding
the University’s Code, to focus on principles of
the HRS4R.
(+/-) 2. Ethical principles 31.12.2018 *Legal Dpt. 1.https://is.muni.cz/do
/sci/normy/SM/SM18-
01/
https://www.sci.muni.
cz/en/careers-at-the-
sci-muni/ethics-at-
the-workplace/code-
of-ethics
2. Newsletter
https://cdn.muni.cz/m
edia/3115445/hr-
award-update-
employees-sci-
mu_eng_201218_final
.pdf
3. 100 % of employees
informed
COMPLETED The Dean’s Directive, CODE OF ETHICS, has been
created (based on the university Code of Ethics
supplemented with the HRS4R ethical principles),
approved by the extended Dean’s Board, published,
communicated to all employees via email/web newsletter,
and also through the Career web of the faculty, the
Ethics at the Workplace section.
In the next phase of the project, the Code of Ethics will
become part of the Refresher e-Learning on Ethical
principles.
Note: there was a copying mistake in Indicators in 2018 in the
online tool
8. Implementation of the faculty
ONBOARDING PROCESS as a phase
following the Recruitment process in the
Employee Life Cycle, including:
*Guidelines (handbook) for new employees.
*Training of new employees in ethical and
professional aspects of research, intellectual
property rights, co-authorship and H&S.
*Official mentor assignment to a new employee
and related actions.
*Establishing a new employee/hiring manager
(supervisor) feedback mechanism.
(+/-) 1. Research
freedom
(+/-) 2. Ethical principles
(+/-) 3. Professional
responsibility
(+/-) 4. Professional
attitude
(+/-) 5. Contractual and
legal obligations
(+/-) 31. Intellectual
Property Rights
(+/-) 32. Co-authorship
(+/-) 36. Relation with
supervisors
(+/-) 37. Supervision and
managerial duties
(+/-) 40. Supervision
Preparation
30.6.2020
Implementation
30.12.2021 New
Due Date
*HR Dpt.
*HRA Dpt.
*HRA Work
Group (Dpt.
Heads)
* RMU HR
Dpt.
* RMU IT
Dpt.
1.
https://is.muni.cz/do/s
ci/normy/SM/SM20-
05/?lang=en
2. [# of new
employees trained]
3. [successful
candidate feedback
after first 12] months]
4. [# of employees
leaving within the first
12 months]
5. [# of employees
leaving due to
performance issues]
IN PROGRESS The Dean’s Directive, ONBOARDING PROCESS, has
been created, discussed thoroughly, approved by the
extended Dean’s Board, and published.
The process provides 7 templates, supporting all process
roles (e.g. Joining Checklist and Instructions, Employee
Adaptation Plan, New Employee Guide, Welcome email,
etc.)
I.e. The Preparation has been phase fully Completed.
In the (extended) Implementation Phase, the supervisors
and the administrative staff will be trained, and the
practical use of the process is expected in Q2 2021.
The Onboarding process effectivity will be evaluated
and measured as topic of a Master Thesis topic by a
faculty admin staff member.
During the Implementation Phase, individual process
steps will be analysed and considered a base for the
university wide e-Onboarding Tool. See also action
point No. 19 - REVIEWING EXISTING UNIVERSITY
IS/IT TOOLS).
9. Implementation of REFRESHER
TRAINING in ethical and professional aspects
of research, intellectual property rights, coauthorship
and H&S.
(+/-) 1. Research
freedom
(+/-) 2. Ethical principles
(+/-) 3. Professional
responsibility
(+/-) 4. Professional
attitude
(+/-) 5. Contractual and
legal obligations
(+/-) 31. Intellectual
Property Rights
(+/-) 32. Co-authorship
31.12.2022
New Due Date
*HR Dpt.
*HRA Dpt.
[# of employees
trained]
New Due Date
IN PROGRESS Due to the efforts dedicated to the previous action points,
i.e. basic pillars of the employee life cycle, there has not
been significant progress made in this action point
(except for the bilingual Occupational Health and Safety
Training e-Learning being implemented at the university
level). We have, therefore, extended its deadline.
The activity is expected to include a summarization of
available university training and Open Science
awareness and respective communication to employees,
with the contribution of the faculty Sub-Work Group,
which will be established.
10. Implementation of e-LEARNING TOOL
allowing systematic and efficient onboarding
and refresher training.
(+/-) 1. Research
freedom
(+/-) 2. Ethical principles
(+/-) 3. Professional
responsibility
(+/-) 4. Professional
attitude
(+/-) 5. Contractual and
legal obligations
(+/-) 7. Good practice in
research
(+/-) 23. Research
environment
(+/-) 31. Intellectual
Property Rights
31.12.2023
New Due Date
*HR Dpt.
*HRA Dpt.
*Faculty IT
Dpt.
*RMU IT
Dpt.
1. [# of employees
trained],
2. [web link]
https://www.sci.muni.
cz/en/current-
news/great-news-osh-
and-fp-e-learning-
available-in-is
IN PROGRESS Due to the efforts dedicated to the previous action points,
i.e. basic pillars of the employee life cycle, there has not
been significant progress made in this action point. We
have, therefore, extended its deadline.
The exception was the implementation of the bilingual
Occupational Health and Safety Training e-Learning.
As to the Onboarding process e-Learning: individual
process steps will be analysed and considered a base for
the university wide e-Onboarding Tool. See also action
point 19 - Decrease of the administrative burden by
REVIEWING EXISTING UNIVERSITY IS/IT TOOLS). eLearning
will become part of the Onboarding Tool,
embedding the faculty specifics.
As to the Refresher training in the form of e-Learning,
please see point 9.
11. Implementation of the faculty HEALTH
AND SAFETY PROCESS.
(+/-) 7. Good practice in
research
(-/+) 21. Postdoctoral
appointments
31.12.2021
New Due Date
*H&S Dpt.
*Legal Dpt.
*HRA Work
Group (Dpt.
Heads)
1.https://www.sci.mun
i.cz/en/current-
news/great-news-osh-
and-fp-e-learning-
available-in-is
https://is.muni.cz/do/s
ci/normy/SM/SM20-
04/
2. 100% of employees
trained in obligatory
OHS
3. [# of supervisors
trained on the
process] - New Due
Date
IN PROGRESS The Dean’s Directive, OCCUPATIONAL HEALTH
AND SAFETY PROCESS, has been created, including
attachments, discussed thoroughly, approved by the
extended Dean’s Board, and published.
The OHS process was created on top of the obligatory
OHS training system (e-Learning), which is fully
governed by the local legislation, to support the
supervisors in better orientation in safety provisions at
the workplaces.
I.e. The Preparation phase has been fully Completed.
In the coming (extended) Implementation Phase, the
supervisors and the respective administrative staff will
be trained, and the practical use of the process is
expected in Q4 2021.
The need for hands-on support in this area is also
mentioned as one of the Employee Survey 2020 outputs.
12. Implementation of the faculty
INFORMATION SECURITY PROCESS for
data management, data back-uping and
DOCUMENT MAMAGEMENT
(+/-) 7. Good practice in
research
30.12.2021
New Due Date
*Faculty IT
Dpt.
*HRA Dpt.
*Legal Dpt.
1. [web link],
2. [# of employees
informed]
EXTENDED We are planning the creation and implementation of this
process in the next phase of the AP implementation,
2021-23.
It will include the rules for secure data storage, thus
increasing the cyber-security.
Due to the Covid-19 pandemic situation in 2020, the IT
department's main focus was to ensure employees'
smooth transition to a home office and online (distant)
teaching. For this reason, the preparations of the process
have not started yet, and its delivery deadline may be
slightly delayed.
This action point will be extended by adding: Document
Management Guideline describing naming conventions
for publishing faculty standards and regulations and
process for document publishing and granting access
rights – see also separate action point No. 30.
13. Improvement of the faculty INTERNAL
COMMUNICATION:
*Implementation of the faculty Intranet
(Employee Portal), section supporting
administration processes, HR (My HR portal)
and research project administration
(including:
Internal Career Advice site, which will contain
basic career advisory, important info and
reference containing references to the
University Career Center, all faculty
vacancies, and also reference to external
research opportunities presented by the Czech
recruitment engine Researchjobs.cz.
Section on available trainings related to
researcher competency building, also available
in English).
* Implementation of the faculty periodic
newsletter, bringing faculty core information,
information related to strategic goals, and
containing “Successful women” section.
*Implementation of intradepartmental
communication framework, so that employees
and doctoral students are updated on strategic
plans and status of projects, on project
administration methodology and targets.
(+/-) 4. Professional
attitude
(+/-) 6. Accountability
(+/-) 24. Working
conditions
(+/-) 25. Stability and
permanence of
employment
(+/-) 26. Funding and
salaries
(-/+) 30. Access to career
advice
(+/-) 33. Teaching (+/-)
39. Access to research
training and continuous
development
30.09.2022 *HRA Dpt.
*HR Dpt.
*PR Dpt.
*HRA
Steering
Committee
(Dean’s
Board)
1.
https://www.sci.muni.
cz/newslettery
https://www.sci.muni.
cz/kalendar-akci
2. 100% of employees
informed
3. HR part of the
faculty section of the
Employee Portal up-
to-date
IN PROGRESS In the Internal Communication area, we have
implemented periodic Faculty Newsletter, an external
web calendar regularly updated with all faculty
departments', and university events. An internal
intradepartmental calendar (currently with reduced
content due to the pandemic situation) regularly updated
with all planned events, so they are well synchronized,
was also created.
The need for this action point continuation was clearly
confirmed by one of the Employee Survey 2020 outpust,
namely utilization of the faculty intranet – i.e. faculty
section of the university Employee Portal (internal
access only).
The university Employee Portal has been made
accessible in 2020, and currently, it offers mainly the
general university content in its HR section.
Faculty will develop specific content of the Employee
Portal - practical HR support section, so that employees
can easily find all useful information supporting their life
(How to apply for vacation, how to apply for individual
benefits etc.).
14. Improvement of the faculty EXTERNAL
COMMUNICATION & EMPLOYER
BRANDING:
*Creation of a new complex faculty website
including a Faculty Career page, containing
success stories of the Faculty alumni and
Successful women” section.
*Creation of a faculty Communication plan,
including public engagement activities
department wise.
(+/-) 8. Dissemination,
exploitation of results
(+/-) 9. Public
engagement
(-/+) 13. Recruitment
(+/-) 27. Gender balance
(-/+) 30. Access to career
advice
31.12.2019 *PR Dpt.
*HRA Dpt.
*HRA
Steering
Committee
(Dean’s
Board)
1.
https://www.sci.muni.
cz/en
https://www.sci.muni.
cz/en/careers-at-the-
sci-muni
https://www.sci.muni.
cz/en/all-events
2. web site visit rate –
Internal doc
COMPLETED This action point received special attention of multiple
faculty teams and has been fully completed.
The faculty’s new, fully bilingual website has been
created, the Careers web page has been created,
including the following sections: Open Positions,
Recruitment Process, Career Development, Success
Stories, and Ethics at the Workplace.
The external plan of engagement activities has been
embedded into the faculty website – Calendar of events.
This employer branding action point will always and
naturally remain “ongoing”.
15. Implementation of an EDUCATIONAL
CONCEPT FOR EARLY STAGE
RESEARCHERS – Ph.D. students and
Postdoctoral research fellows:
*Postdoctoral researcher fellows:
Development of a dedicated internal concept
for attracting, hiring, onboarding and career
development of postdoctoral researcher fellows
with focus on incoming/international
researchers (dedicated web, information flyer,
training).
*Doctoral students: Development and
implementation of a concept for education
(Doctoral school), mentoring and personal
development of doctoral (Ph.D.) students,
including preparation of guidebooks for Ph.D.
students, supervisors, heads of Ph.D. programs
and other stakeholders; system of continuous
trainings as well as preparation of a follow-up
support for further career development after
graduation, including “how to write a
scientific publication” training.
(+/-) 8. Dissemination,
exploitation of results
(-/+) 21. Postdoctoral
appointments
(-/+) 28. Career
development
(+/-) 32. Co-authorship
(+/-) 38. Continuing
Professional
Development
31.12.2022 *HRA Dpt.
*Vice-Dean
for Science,
Research,
Foreign
Relations,
and
Doctoral
Studies
*HRA Work
Group (Dpt.
Heads)
1. PostDocs:
https://www.sci.muni.
cz/en/research/postdo
c
Flyer -
https://www.sci.muni.cz/
do/sci/web/HRA/vystupy
_hrs4r_-
_dokumenty_cz/vystupy_
hrs4r_sci_mu_-
_verejne/LETAK_postdo
c_rev_201218.pdf
2. PhD students:
https://is.muni.cz/pred
met/sci/E0402?lang=
en&obdobi=7984
https://www.sci.muni.
cz/en/students/phd/de
velop-your-skills/phd-
day
https://www.sci.muni.
cz/en/students/phd
https://www.sci.muni.
cz/do/sci/web/vzd/man
ualy/Guide_to_PhD_
SciMuni.pdf
https://www.sci.muni.
cz/en/students/phd/co
ntacts
https://www.researchj
obs.cz/job/brno-219-
topics-of-phd-thesis-
at-faculty-of-science-
masaryk-university/
IN PROGRESS This action point has received special attention and has
the most complex and conceptual character:
*Postdoctoral researcher fellows:
A comprehensive website has been created to provide
better orientation and promote postdoctoral assignments
at the Faculty of Science MU, including job descriptions
and career options defined by the faculty´s System of the
Positions and Job Titles and the Career Code.
Due to the pandemic situation in 2020, the interactive
workshop on leadership skills for early-stage
researchers focused on their future leading roles in
research had to be put on hold.
*Doctoral students:
Ph.D. Day started to be organised yearly, in English, as
of 2018.
Guide to Ph.D. Studies was created.
The new bilingual Faculty website for doctoral students
was launched to serve as an “online information hub, to
provide information for better orientation in doctoral
studies. It includes sections: “Develop your skills” and
“News and Events Calendar” (to provide our early-stage
researchers with a comprehensive overview and tips for
skills development options, networking and mentoring,
further career directions, or pertinent events).
The Faculty Ph.D. Ombudsman role was established
and promoted to doctoral students via Ph.D. Days,
website, or supervisors.
The Events of the Week mailing is being sent to all
doctoral students at the University Campus to promote
research events and seminars. The same mailing is
prepared for the second faculty location in the city
center.
An interactive course on academic writing is offered
since 2019. Participants work on refining their work-inprogress
manuscript with lecturer support and peer-topeer
feedback. In 2020, the course was also formalised
and included in the University Course Catalogue.
The faculty also continuously works on doctoral
students’ educational concept and participates in
forming the university´s comprehensive support &
training system for all stakeholders called “MUNI Ph.D.
Academia”. This concept is also developed based on the
ISAB recommendations
(https://www.muni.cz/en/research/isab). The MUNI
Ph.D. Academia will set transparent criteria and
requirements for Ph.D. students and supervisors,
including working conditions. It also includes various
mentoring tools.
The faculty drives inter-faculty cooperation in
establishing a joint “Mendel Ph.D. Umbrella” (faculties
closely related in research topics – i.e., Faculty of
Science, Faculty of Medicine, Faculty of Pharmacy, and
CEITEC are involved). The umbrella will allow sharing
information on research seminars, cooperation offers,
training, and mentoring among all natural and lifesciences
oriented faculties.
* Another focus area of the faculty is cooperation with
companies enabling early-stage researchers to gain
practical experience in internships etc.
* Last but not least, the faculty is working on
establishing a new dedicated position - Development
and mentoring specialist for early-stage researchers.
16. Establishing a FACULTY OMBUDSMAN
role and procedure to create an independent
channel for reporting and solving eventual
ethical and discrimination issues, complaints,
disputes and people issues, and also for gender
and diversity advisory, in addition to the
University bodies.
(+/-) 10. Non
discrimination
(+/-) 27. Gender balance
(+/-) 32. Co-authorship
(+/-) 34. Complains/
appeals
30.06.2021 *Legal Dpt.
*HR Dpt.
*HRA Dpt.
* Vice-Dean
for Quality
*HRA
Steering
Committee
(Dean’s
Board)
1.
https://www.sci.muni.
cz/en/careers-at-the-
sci-muni/ethics-at-
the-workplace
https://www.sci.muni.
cz/en/students/phd/co
ntacts
To be completed in
the in the next phase:
2. [[# of complaints
solved]
3. [# staff informed]
IN PROGRESS The institute of Ombudsman is a sensitive action point,
which has also been emphasized in the faculty HRS4R
Consensus Report received from EC Assessors in 2018.
It has been thoroughly analysed, including the possibility
of participating in the university-wide concept. The
university is considering establishing a mediation service
in the future.
The university has issued an updated directive on
submitting and resolving employment-related
complaints. The document is accessible only to university
employees and is available in the CZ language only.
Therefore, the faculty works on creating its own
institution of the Ombudsperson; this should be finalized
in 2021. See also the respective part of the Employee
Survey 2020 and the pre-prepared section of the faculty
website. As a first step, an Ombudsperson for Ph.D.
students has been appointed, and a Complaint tracker
has been prepared for this Ph.D. role.
17. COMPETENCY BUILDING FOR
SUPPORT STAFF:
*Implementation of an initial and refresher
advanced recruitment techniques and process
training for involved staff, including social
media utilization & active sourcing etc., also in
eLearning form.
*Ensuring ability to provide services in
English - enhancement of English courses for
the support staff, focused on conversation and
expertise.
*Implementation of soft skill training in
cultural and gender diversity and generation
specifics.
*HR techniques and strategies.
*Talent management, Employer branding,
Analytics & Reporting (e.g. recruitment cost
and efficiency).
*Usage of enhanced existing IS/IT tools.
(+/-) 10. Non
discrimination
(-/+) 13. Recruitment
(+/-) 16. Judging merit
(+/-) 24. Working
conditions
(+/-) 26. Funding and
salaries
(+/-) 27. Gender balance
30.06.2022 *HRA Dpt.
*HR Dpt.
*HRA Work
Group (Dpt.
Heads),
*Usage of
external
trainers
[# staff trained],
[Rating from the
Employee Satisfaction
Survey]
IN PROGRESS Delivery of this action point has also been affected by the
2020 pandemic situation 2020.
However, the faculty HR team members received:
* Detailed internal training in a new recruitment process
and advanced recruitment techniques.
* Series of external online training in recruitment
aspects: Social Media in General, LinkedIn Guide,
Employer Branding, Personal Brand, Diversity in
Recruitment, Psychology in Recruitment Interviews.
* Training on Employee Evaluation and HR Analytics
and adjusted university IT tools (when ready) will follow.
Members of the faculty project office received training in
Project Management.
The faculty/university also focused on ensuring a
broader offer of English language courses.
18. COMPETENCY BUILDING FOR
SENIOR RESEARCHERS:
*Leadership training for senior researchers,
managers and supervisors, including:
mentoring, coaching and communication skills,
time management, cultural and gender
diversity generation specifics.
Mentoring competency building to be
supported by cooperation with the Czech
representation of European Network of
Mentoring Programs for the Advancement of
Equal Opportunities and Cultural
and Institutional Change in Academia and
Research [http://www.eument-net.eu/.
Leadership training to be provided in
appropriate form and using professional
experienced and mature lecturer, who would
be respected by senior researchers.
*HR minimum for senior researchers (HR
Academy).
(++) 22. Recognition of
the profession
(+/-) 27. Gender balance
(-/+) 30. Access to career
advice
(+/-) 33. Teaching
(+/-) 36. Relation with
supervisors
(+/-) 37. Supervision and
managerial duties
(+/-) 40. Supervision
30.06.2022 *HRA Dpt.
*HR Dpt.
*HRA Work
Group (Dpt.
Heads),
*Usage of
external
trainers
[# staff trained],
[Rating from the
Employee Satisfaction
Survey]
EXTENDED Delivery of this action point has also been affected by the
2020 pandemic situation.
A course of leadership skills with the ex-HR Director of
the University of Cambridge had to be cancelled due to
emergency measures.
Planned soft skill training for early-stage academic staff
and early-stage supervisors, organized at the university
level, was changed from F2F to the online form.
In the coming phase, there will be general Leadership
training and online external training on “How to
conduct evaluation discussions” offered.
There will be an HR Academy for supervisors
provided, including labour law training (internal &
external) on how to deal with performance and work
discipline problems. It will include creating of a
GUIDELINE FOR DEALING WITH PERFORMANCE
ISSUES, WORK DISCIPLINE AND CONTRACT
TERMINATIONS - planned as a separate action point
No. 25.
19. Decrease of administrative burden by
REVIEWING EXISTING UNIVERSITY
IS/IT TOOLS AND IDENTIFYING NEW
HR PROCESS AREAS FOR
AUTOMATION:
*Adjustment of internal university
eRecruitment tool, so that its full functionality
is utilized (e.g. data collection, automatic
feedback etc.).
*Ensure IT-IS tools are further developed and
configured so that they allow utilization of all
existing functionalities: University
applications on the internal systems (INET, IS),
University HR system (Magion) and others.
(-/+) 13. Recruitment
(+/-) 37. Supervision and
managerial duties
(+/-) 40. Supervision
30.09.2022 *HRA Dpt.
*HR Dpt.
*Faculty IT
Dpt.
*RMU IT
Dpt.
[web link],
[% of recruitment
process covered],
[# of posted
vacancies],
[hiring manager
feedback],
[# of informed
applicants],
[# of tools
reconfigured]
EXTENDED Based on the new OTMR - Recruitment Process, the
faculty has analysed the existing e-Recruitment tool
(Inet-Jobs.MU), initiated its adjustments to make it more
effective and comfortable for the end-user
(administrative support and hiring
managers=supervisors), and also to allow data analysis
related to measuring quality and effectiveness of the
recruitment process.
Adjustments should be finalized in 2021.
Based on the new Employee Evaluation Process, the
faculty has analysed the existing e-Application (EVAK)
and initiated its adjustments to make it more effective
and comfortable for the end-user (evaluated employees
and evaluators=supervisors).
Adjustments should be finalized in 2021.
This action item has been extended by adding
IDENTIFICATION OF NEW HR PROCESS AREAS
FOR AUTOMATION (in addition to reviewing the
existing ones).
As part of this added activity, individual process steps of
the newly designed Onboarding Process will be analysed
and considered a base for a university-wide eOnboarding
Tool, linked to the e-Learning modules. The
Onboarding application should be ready in 2022.
This strategic direction will have a priority focus in the
next, renewal phase (2024-27), contributing, in the longterm,
to the decrease of the administrative burden.
20. Implementation of faculty EMPLOYEE
SATISFACTION SURVEY, in the end of the
Revised Action Plan implementation phase,
anonymous, focused on some of the Charter
and Code principles - working conditions and
supervision, with communication of results on
the faculty level and follow ups at the
Researchers Focus Group reviews.
(+/-) 23. Research
environment
(+/-) 24. Working
conditions
(+/-) 27. Gender balance
(-/+) 28. Career
development
(+/-) 36. Relation with
supervisors
30.06.2023 *HRA Dpt.
*HR Dpt.
*HRA Work
Group (Dpt.
Heads)
[response rate %] IN PROGRESS As one of the internal review inputs, we conducted
the Employee Survey 2020 to gather employees' views.
Similarly, another survey will be carried out before the
External Review and Recertification in 2023.
21. Creation and implementation of faculty
WORKING TIME RULES, in addition to the
University framework regulation, including
flexible working hours and home office.
(+/-) 24. Working
conditions
30.06.2021 * HR Dpt.
* HRA Dpt.
* Legal
Dpt.,
* HRA
Work Group
(Dpt.
Heads),
* HRA
Steering
Committee
(Dean’s
Board)
1.
https://is.muni.cz/auth
/do/sci/normy/SM/SM
19-04/ - Internal Doc.
2. 100% of employees
informed]
COMPLETED The Dean’s Directive on ORGANIZATION AND
RECORD-KEEPING OF WORKING HOURS has been
created, discussed thoroughly, approved by the extended
Dean’s Board, published, communicated, and fully
implemented.
This Directive provides, among others, clear rules on
flexible work hours and home office. It helps, parents
especially, to combine their work performance with
child-care duties and thus maintain reasonable work and
life balance.
Note: This document internal and accessible the university
employees only.
22. Implementation of faculty GENDER
SENSITIZATION ACTIONS and their
communication: e.g. “Successful women”
campaign. Cooperation with the Czech
Researcher Centre for Gender and Science
[www.genderaveda.cz].
(+/-) 27. Gender balance 30.09.2022 *HRA Dpt.
* PR DPT.
*Legal Dpt.
1. [web link]:
* http://www.eument-
net.eu/members
*
https://www.sci.muni.
cz/en/careers-at-the-
sci-muni/success-
stories
2. [# of events]
EXTENDED In the area of gender equality support, the faculty
became an Associate Member of an international
mentoring network Eument.net: http://www.eumentnet.eu/members/
(international mentoring programmes
for researchers – originally intended for women to
support their position in science but extended to all
researchers later on). We also started cooperating with
the Czech national contact center for Gender and
Science (NKC).
Gender sensitization actions will be linked to the new
action point No. 24 - GENDER EQUALITY PLAN.
23. Creation of the faculty TRAINING AND
DEVELOPMENT GUIDELINES, including
framework process description, as a practical
methodology for the Faculty and departmental
training, mentoring and development activities.
(+/-) 36. Relation with
supervisors
(+/-) 37. Supervision and
managerial duties
(+/-) 38. Continuing
Professional
Development
(+/-) 40. Supervision
31.12.2022
New Due Date
*HRA Dpt.
*Legal Dpt.
*HRA Work
Group (Dpt.
Heads)
[web link],
[# of employees
informed]
IN PROGRESS This action's deadline was extended by one year, as this
task appeared to require detailed training needs analysis
and is linked to the budget availability.
24. GENDER EQUALITY PLAN at the
university level and its projection to the faculty
level.
(+/-) 10. Non
discrimination
(+/-) 24. Working
conditions
(+/-) 27. Gender balance
31.12.23 * HRA Dpt.
* RMU
HRA
*HRA Work
Group (Dpt.
Heads)
* HRA
Steering
Committee
(Dean’s
Board)
[web link with
existing plan]
NEW Gender sensitivity and equality remain an important
topic at the faculty: in the Employee Survey 2020, in the
query “whether the faculty does enough to provide equal
conditions to career development of females”, 44% of
women replied Yes, 41% Partially, and 13% No.
* Cooperation in creating and implementing GENDER
EQUALITY PLAN at the university level and its
projection to the faculty level documentation.
* Inclusion of the Gender Equality concept in the Faculty
Long-term Strategic Plan 2021+
* Implementation of specific faculty actions will be
planned for the renewal phase 2024+, among others
EQUAL PAY DATA ANALYSIS.
25. GUIDELINE FOR DEALING WITH
PERFORMANCE ISSUES, WORK
DISCIPLINE AND CONTRACT
TERMINATIONS
(+/-) 11. Evaluation/
appraisal systems
(++) 22. Recognition of
the profession
(+/-) 24. Working
conditions
(+/-) 36. Relation with
supervisors
(+/-) 37. Supervision and
managerial duties
(+/-) 40. Supervision
31.12.23 * Legal Dpt.
* HRA Dpt.
* HR Dpt.
*HRA Work
Group (Dpt.
Heads)
*HRA
Steering
Committee
(Dean’s
Board)
[web link]
[# supervisors
trained]
NEW This Guideline will serve as part of the HR Academy
documentation for the supervisors; see also Action point
No. 18 - Competency Building for Senior Researchers.
26. COMMUNICATION OF CAREER
DEVELOPMENT RULES
(-/+) 28. Career
development
(+/-) 29. Value of
mobility
(-/+) 30. Access to career
advice
(+/-) 38. Continuing
Professional
Development
31.12.22 * HRA Dpt.
*HRA Work
Group (Dpt.
Heads)
[better awareness
expressed in the
Employee Survey in
2023]
NEW Employee Survey 2020 results show relatively low
awareness of the new Career Code existence and career
development possibilities at the faculty’s workplaces We
will focus on improving.
27. IMPROVEMENT OF CAREERS WEB
PAGE DESIGN
(-/+) 28. Career
development
(-/+) 30. Access to career
advice
(+/-) 38. Continuing
Professional Developmnt
31.12.21 * PR Dpt.
* HRA Dpt
* iT Dpt.
[better impression
expressed in the
Employee Survey in
2023]
NEW Employee Survey 2020 results show a rather critical
opinion regarding the graphical design of the new web
page. It will be carefully considered and updated.
28. ENSURING OPEN SCIENCE
AWARENESS
(+/-) 1. Research
freedom
(+/-) 2. Ethical principles
(+/-) 3. Professional
responsibility
(+/-) 4. Professional
attitude
(+/-) 5. Contractual and
legal obligations
(+/-) 31. Intellectual
Property Rights
(+/-) 32. Co-authorship
31.12.23 *Vice-Dean
for Science,
Research,
and
Doct Studies
*Vice-Dean
for Quality
* HRA
Work Group
(Dpt.
Heads)
* HRA
Steering
Committee
(Dean’s
Board)
HRA Dpt.
[# of events]
[# of publications in
open science media]
NEW * Ensuring Open Science Awareness at the faculty
* Increase of Publication Activity of the Faculty
Researchers in Open Science Media
* Inclusion of the Open Science and Open Access
concept in the Faculty Long-term Strategic Plan 2021+
* Include Open Science awareness into the Refresher
training, action point No. 9.
29. RULES FOR FINANCIAL
CONDITIONS OF PHD STUDENTS
(+/-) 24. Working
conditions
+/-) 38. Continuing
Professional
Development
31.12.23 * Vice-Dean
for
Research,
Internationa
l Relations
and
Doctoral
Studies
*HRA Work
Group (Dpt.
Heads)
* HRA
Steering
Committee
(Dean’s
Board)
* HRA Dpt
[faculty/doctoral
board guideline in
place]
NEW Supporting dignified financial (living) conditions for
Ph.D. students is not only one of the Ph.D. Survey
outputs but also generally discussed the problem of the
Czech Republic's Ph.D. studies system.
After discussions at the Researcher Focus Group
meetings, individual doctoral boards' rules appear to be
the best solution.
30. CREATION OF DOCUMENT
MANAGEMENT GUIDELINES
(+/-) 7. Good practice in
research
31.12.21 *Faculty IT
Dpt.
*HRA Dpt.
*Legal Dpt.
[web link],
[# of employees
informed]
NEW Extension to the Information Security Policy, see action
point No. 12, to describe naming conventions for
publishing faculty standards and regulations and the
process for document publishing and granting access
rights.
31. IMPLEMENTATION OF METRICS
FOR MEASURING RECRUITMENT
EFFECTIVENESS (using data generated
from the system, after adjustment of the
university e-tool)
(-/+) 13. Recruitment
(+/-)15. Transparency
31.12.23 * HR Dpt.
* HRA Dpt.
* RMU HR
Dpt.
* RMU IT
Dpt.
[2 recruitment metrics
used]
NEW This action point enhances the implementation of the new
OTM-Recruitment Process and is feasible only after
adjustment of the university e-Recruitment tool.
32. ESTABLISHING NEW HR ROLE/S:
TALENT SPECIALIST PROFILE Recruitment
& Employer Branding, Employee
Evaluation, Training & Development, Gender
(+/-) 11. Evaluation/
appraisal systems
(-/+) 13. Recruitment
(+/-) 24. Working
conditions
(-/+) 28. Career
development
31.12.22 * Faculty
Bursar
* HRA
Steering
Committee
(Dean’s
Board)
*HRA Work
Group (Dpt.
Heads)
* HR Dpt.
[new position/s
available]
NEW During the first 2 years of the HRS4R implementation at
the faculty, it became clear that the new strategy brings
several new processes that did not exist in the past.
Consequently, the existing HR team's capacity does not
meet the newly implemented processes' additional
requirements. These new processes and activities elevate
personnel administration responsibilities to more
advanced HR services: Recruitment Process, Employee
Evaluation, Onboarding, Employer Branding, Internal
Communication - namely HR Section of the Internal
Employee Portal including solving employee queries and
maintaining related HR FAQs, Training & Development
and Gender Equality.
33. IMPROVEMENT OF WORKING
CONDITIONS
(Childcare, catering)
(+/-) 24. Working
conditions
31.12.2022 * Faculty
Bursar
* HRA Dpt.
[Facility available]
[better evaluation
expressed in the
Employee Survey in
2023]
NEW * CHILDCARE GROUP/KINDERGARTEN IN THE
CITY CENTER
Employee Survey 2020 results show significant interest
in a childcare facility close to the second faculty location
in the city center. The faculty will focus, in cooperation
with other university faculties, on arranging a similar
facility for its second location in the city center to
address this action point.
* IMPROVEMENT OF INTERNAL CATERING
Employee Survey 2020 results show dissatisfaction with
the quality of catering in the University Campus Building
(Lavka) and in the city center faculty premises (menza).
We are working on a solution. .
HRS4R dedicated webpage: https://www.sci.muni.cz/en/about-us/hrs4r, https://www.sci.muni.cz/en/careers-at-the-sci-muni
COMMENTS ON THE IMPLEMENTATION OF THE OTM-R PRINCIPLES
Implementation of the OTM-R principles has been the most important part of this project phase.
We created a new OTM-R Policy SCI MU (Recruitment Procedure), which embedded all OTM-R principles (including recommendations on gender balance of selection committees). It
brought the obligation to conduct the selection process for all faculty vacancies, i.e., hiring academic, research, and support staff. It also emphasized publishing research vacancies on
the faculty unified Euraxess profile. Additionally, we created the OTM-R Process SCI MU (Recruitment Process Guidelines, Internal Doc.), which brought a detailed process map with more
than 20 templates to be used by owners of the individual process steps to provide uniform multiple output documents and emails. Among others, we have uniformed job descriptions and
job advertisements. Both the policy and the process have been fully implemented and are obligatory standards at the faculty. Among others, we have uniformed job descriptions and job
advertisements.
The OTM-R implementation consisted of the following steps:
1. HR Award team provided 2-day training of the new process to the faculty HR department members, collected valuable comments for the newly designed process optimization, and for
the optimization of the university e-Recruitment tool (use of which became obligatory as well).
2. HR Award team provided more than 10 training sessions (both online and personal) to circa 100 supervisors and support staff responsible for the administration of specific recruitment
steps at individual workplaces/departments.
3. HR Award team and Head of HR department continue providing consultancy and practical help to all participants of the recruitment process.
4. HR Award team analysed the existing university e-Recruitment tool, and the faculty requested the e-tool adjustments to increase its effectiveness. The adjustments are currently in the
university approval process.
5. Recruitment section of the faculty website has been created to provide full information to all interested parties.
Web link to the OTM-R dedicated webpage:
https://is.muni.cz/auth/do/sci/normy/SM/SM19-03/, https://www.sci.muni.cz/en/careers-at-the-sci-muni/recruitment-process-at-the-sci-mu
IMPLEMENTATION
HRS4R AT THE MASARYK UNIVERSITY – FACULTY OF SCIENCE: BACKGROUND
To understand the HRS4R implementation at the Faculty of Science MU, it is important to understand how the Faculty is positioned within the Masaryk university and how the relatively
autonomous 13 departments and 2 institutes are positioned within the Faculty. The Faculty of Science MU was established in 1919 as one of the current 10 faculties of Masaryk University.
Within the MU, the Faculty of Science is a complex research-oriented institution with 3700 students (including 800 Ph.D. students), 1200 employees (headcount), and circa 1400 researchers
(including Ph.D. students). It provides almost 50% of the university research volume and 60 % from the applied research volume perspective. The faculty is, for all practical reasons, an
autonomous economic unit. The faculty receives its funding from two sources – state budget and project financing. Part of the state budget MU receives from the Ministry of Education is
subsequently allocated to the faculty based on the number of students, scientific and teaching results, graduation rate, and other criteria. This represents roughly 43% of the faculty’s yearly
budget, with the additional approximately 57% of the faculty’s budget represented by money coming from research projects.
The faculty has 2 locations – a renovated historical complex in a city centre and a newly built modern University Campus. The faculty is governed by the university’s extensive framework
regulations and strategies and has its own operating procedures built on the university regulations in some instances. The faculty has, by the Higher Education Act of the Czech Republic,
autonomy in the area of human resources strategy. The faculty is fully autonomous in selecting priorities and directions in its research activities. The faculty operates independently within
the university system and uses its own financial controls. The faculty is well known for producing prominent scientists in both theoretical and applied sciences. As to its size and complexity,
the Faculty of Science MU resembles an average-sized Czech university.
Due to the complexity of the faculty, certain decentralisation and autonomy of individual faculty departments, heterogenous nature of the university as a whole, and taking into account the
profound changes the HRS4R brings to an institution, it was decided to start this process at the Faculty of Science MU as a pilot project first in 2017. This was consulted and agreed with the
European Commission. Other faculties of MU followed in 2019, and are about to submit their own HRS4R Gap Analyses and Action Plans at the end of 2020. The Faculty of Science MU, as
one of the 2 strongest university research units, was awarded the HR Excellence in Research Award in December 2018, the second unit, CEITEC, in January 2019. The faculty serves as an
HRS4R advisor and ambassador to other MU faculties and drives HR process changes university-wide. Also, the faculty’s HRS4R HR Manager became an EC Expert – HRS4R Assessor in 2019
and conducted multiple Assessments of other organisations applying for the HR Award till now. This expertise helps the faculty to understand the broader context of the HRS4R
implementation and also allows us to share experience gained this way with the rest of the university as well as with other Czech institutions.
The HRS4R at the Faculty of Science MU is part of the broader university HR strategic project - “Development of Human Resources and MU’s International Research Orientation” (HR4MU),
which is co-financed by the European Union.
Implementation of HRS4R has been a strategic priority for the faculty from the very beginning. Therefore, in 2018 external HR experts were hired to enhance the existing faculty team using
their HR experience gained in international companies and HR transformation projects – HR Award Team. They became members of the Work group/Expert team. Additionally, the
Steering Committee and Work Group, see the HR Award Project Team, were set up in 2017 after endorsing the Charter & Code, actively participated in creation of the strategy (GA+AP in
2018) and continued in the first 2 years of the HRS4R implementation in a role of an Implementation Committee at the Faculty. The HR Award team became a separate unit positioned
directly within the Dean’s Office in the organizational structure. It operated on a project basis – creating thematic Sub-Work Groups consisting of multiple members of the Work Group and
other faculty employees, owners of the individual Action Plan items.
As to the Action Plan implementation period, in 2018 we planned actions for the whole 5-year period, i.e., till 2023. We have now revised the original Action Plan and added several new
action items for the coming 3 years until the External Review is due. We have also looked at the after-renewal period 2024+ and already considered the continuation and extension of some
of the mid(long) term priorities.