Performance Management at ETH Zurich

Transcription

1 CESAER HR Conference 2014 «Human Resources in Academia» Performance Management at ETH Zurich Sandra Bajus, Personnel and Organizational Development

2 Performance Management New autonomy with revised ETH Law and revised laws on federal personnel and pensions With new autonomy the significance of management increased at all levels Establishing a new management culture was and remains important task for ETH s leaders Introduction of: Leadership principles Appraisal interview New salary system Human Resources 2

3 Leadership culture The ETH Zurich leadership principles are an expression of our commitment to a cooperative, open and fair leadership culture The leadership principles are clearly formulated and are an expression of leadership values. They provide guidelines for personnel management at all levels and functions These principles are based on the ETH Zurich mission statement and mirror its values and position on employee leadership. Human Resources 3

4 Appraisal interview According to the Personnel Ordinance for the ETH Domain supervisors must conduct an appraisal interview with their employees at least once a year Supervisors conduct an appraisal interview with their employees To review the current situation To assess performance To develop personnel With an opportunity for feedback on supervisors management style Human Resources 4

5 Employee Survey 2012: Appraisal Interview Employees who had appraisal interviews in 2008 : 85% Have you taken part in a staff appraisal? 12% 82% yes no no answer Basis n = 2487 (employees in the salary system) Was your performance evaluated appropriately? % 65% 24% 27% 5% 8% yes partly Were objectives and expectations agreed for the year ahead? % 68% 20% 22% 7% 10% no no answer Was the appraisal conducted in the spirit of an appraisal for development? % 37% 33% 36% 24% 26% 0% 100% 2012 n = n = 1339 (employees with interview) Human Resources 5

6 Fulfilment of requirements Human Resources 6

7 Salary System (1/3) The salary system of ETH Zurich is based on Function Experience Performance Human Resources 7

8 Salary System (2/3) Fifteen functional grades Functional job descriptions (catalogue) Official performance review (appraisal interview) Special regulations: Assistants/doctoral students (fixed rates for 1 st /2 nd /3 rd year) Post-doctoral students (fixed rates for 1 st /2 nd /3 rd year) Professors are subject to the professors ordinance Human Resources 8

9 Salary System (3/3) Sections of increased experience Maximum CHF I II III IV 140,875% A++ * A+ 122,5% A B 115% 104,125% C D +/- 15% 100% 85% + 2% + 1,5% + 1% 0% Years at Function Level Minimum * Level of Performance Assessment Human Resources 9

10 Appendix Human Resources 10

11 Integration at a National Level Federal Department of Economic Affairs, Education and Research EAER ETH Domain National network of technical universities and research institutions Joint strategic management and supervisory body: ETH Board EPF Lausanne ETH Zurich Research institutions Human Resources 11

12 Organization Ombudsmen Executive Board President University Assembly Rector Vice President Research and Corporate Relations Vice President Finance and Controlling Vice President Human Resources and Infrastructure 16 departments Architecture and Civil Engineering Engineering Sciences Natural Sciences and Mathematics System-oriented Natural Sciences Management and Social Sciences Architecture Mechanical and Process Engineering Mathematics Earth Sciences Management, Technology and Economics Civil, Environmental and Geomatic Engineering Information Technology and Electrical Engineering Physics Environmental Systems Science Humanities, Social and Political Sciences Computer Science Chemistry and Applied Biosciences Health Sciences and Technology Materials Science Biology Biosystems Science and Engineering Human Resources 12

13 Key Statistics Percentage women Percentage international Students (Headcount) 10,693 16,343 18,178 31% 37% of which Bachelor students n. a. 7,483 8,444 30% 19% of which Master students n. a. 4,233 4,778 30% 38% of which Doctoral students 2,261 3,507 3,889 31% 68% Professors (Headcount, includes dual professors) % 68% Professors (full-time equivalents) % 69% Personnel (full-time equivalents) 5,464 7,284 7,914 32% 54% of which scientific staff 3,390 4,479 4,925 28% 69% Expenditure (CHF million) 1,059 1,359 1,512 of which federal financial contribution 915 1,082 1,147 of which third-party funding Human Resources 13

14 Human Resources 14

15 HR Organizational Setup Human Resources 15

16 HR Mission Mission Human Resources supports ETH Zurich s teaching and research by employing committed and motivated employees and by encouraging and optimizing individual potential. This involves the continuous development of university-specific recruitment, work environment and employee development concepts. Main activities Smooth functioning of personnel administration and payroll processing Expedient reporting and controlling of personnel budgets Advising and supporting of employees and supervisors in all personnel matters Safeguarding and cultivating personnel-related and organizational resources Conceptualization and implementation of specific HR projects Human Resources 16

17 HR Facts & Figures Human Resources Staff Management Personnel & Organizational Development Personnel Consulting Personnel Administration Business Organization & Projects 3 Vocational Training Diversity 3 Career Center 2 4 Total Total FTE Human Resources 17

18 Leadership Principles (1/2) Leadership with awareness As a supervisor, I assume responsibility and take decisions. I act on careful reflection and self-critically, and am conscious of my function as a role model. Goal and development oriented leadership My employees identify with their tasks and know their goals. I assume responsibility for jointly formulating these objectives. As a supervisor, I encourage employees to take personal responsibility for their actions, support them in achieving their goals and evaluate these carefully. Open information policy I inform people quickly, clearly and comprehensively. My openness and honesty create trust. I maintain direct and respectful dialogue even where differing views and conflicts are involved. Human Resources 18

19 Leadership Principles (2/2) Active support for personal development I know the potential of my employees, develop potential professional and personal perspectives together with them and encourage them with appropriate tasks. Encouragement of team spirit As a supervisor, I am part of my team. I promote cooperation in the team and integrate the diverse interests and personalities within it. Affecting change ETH Zurich is changing and developing as a learning organisation. I actively shape these changes with my employees by incorporating and utilising potential and know-how at all levels. Human Resources 19

20 Scientific Career Paths Assistant professor Full professor Associate professor Assistant professor (SNF-Professorship) Assistant professor (Tenure Track) Senior Scientist Postdoc (Research Grant) Senior assistant Non-academic Researcher Assistant/Doctoral student PhD Human Resources Permanent contract Non-permanent contract 20

21 Development Opportunities for Scientists Doctoral student / assistant I Function level Postdoc / assistant II Senior assistant I Scientific assistant I 9 Senior assistant II Decision by Executive board Scientific assistant II Scientific collaborator I Senior scientist I Senior scientist II Decision by Executive board Scientific collaborator II Human Resources 21