HR STRATEGY FOR RESEARCHERS

Transcription

1 HR STRATEGY FOR RESEARCHERS ACTION PLAN December 2014 (Updated March 2015) Centre for Research in Agricultural Genomics CSIC- IRTA- UAB- UB

2 Plan for the Implementation of Human Resources Policies in Accord with the European Charter for Researchers and the Code of Conduct for the Recruitment of Researchers Centre for Research in Agricultural Genomics (CRAG) CSIC- IRTA- UAB- UB December EXECUTIVE SUMMARY The Center for Research in Agricultural Genomics (CRAG; is an independent research Institution created in CRAG is established as a Consortium that includes the Spanish National Research Council (CSIC), Institute of Agrifood Research and Technology (IRTA), Autonomous University of Barcelona (UAB), and University of Barcelona (UB). CRAG is also member of the public Catalan Network of Research Centers (CERCA). CRAG is devoted to leading- edge research in the study of molecular and genetic traits and processes of interest in plants and farm animals and in the application of molecular approaches for breeding of species important for agriculture and food production. Research at CRAG spans from research of excellence in basic science to applied studies in close collaboration with industry ( Upon the general goal of building the bridge between basic and applied research, the vision for CRAG is formulated around an ambitious, yet simple, premise: making CRAG a national and international top- leading research Center on plant and farm animal biology on the basis of its scientific excellence, policies, and scientifically- driven strategies. Research at CRAG is organized into four different Programs, which are supervised by an external international Advisory Board. Scientists can conduct their research in a highly autonomous way within the strategic plan of the Programs and of CRAG as a whole. CRAG is committed to the of the European Charter for Researchers and the Code of Conduct for the Recruitment of Researchers, and has signed the Declaration of Commitment. CRAG strives to attract and retain top quality researchers, and currently hosts personnel from 25 different nationalities (foreign researchers make up 40-50% of the postdoc and PhD student populations at CRAG). The HR Strategy for Researchers provides a common framework to establish a comprehensive and coherent HR strategy for the near and longer term future adopting international best practices and high- quality standards. The vision for the Human Resources Strategy at CRAG is as follows: CRAG considers the quality and wellbeing of its researchers as essential to its excellence as an institution; it is therefore committed to excellence in recruiting, to offering the best possible conditions for researchers to carry out their work in accord with the of equal opportunity, the highest ethical standards, and a respect for work- life balance. Achieving the Excellence in HR logo, a distinctive and recognized quality seal from the

3 European Union, will contribute to making CRAG more attractive to top quality researchers and will enhance the international visibility of CRAG, having an impact on CRAG as a whole. The proposed HR Strategy is based on the Strategic Objectives outlined below. These strategic, continuous objectives were formulated as a result of the evaluation and analyses performed to develop the CRAG HRS4R Plan Strategic Objectives are: 1. Improve CRAG's policies and practices concerning the recruiting, training, and general working conditions of its researchers (including Senior Researchers), with the goal of attracting top quality international researchers at all levels. 2. Develop an integrated set of transparent HR policies and Code of Conduct to ensure and perpetuate ethical integrity at all levels throughout CRAG. 3. Support researchers at all levels through career development, including guidance to researchers looking for their next professional step inside and beyond CRAG, and training the next generation of scientists. 4. Guarantee that CRAG's policies and practices meet the standards of the best institutions in Europe. The Plan described below is the result of an inclusive and open process that took place during This process involved an internal Working Group with representatives from all research professional categories at CRAG (Researchers, Career Track Fellows, Postdoctoral Fellows, and PhD Students). The group was headed by the Director of CRAG, and also included the General Manager, the Head of Human Resources, and a representative of Core Units personnel. The Working Group directed an internal gap analysis (see Section 3, below), which included either open meetings or an internal online survey, so that all research personnel of the center could provide their opinions, feedback, and comments on the implementation of the Charter and Code at CRAG. The Working Group analyzed those inputs, and developed the Plan, which was further revised by the of the center. The revised Plan was examined, revised again, and approved by the Working Group, therefore representing a consensus from all research professional categories at CRAG. The Plan was approved in its final form, presented here, by the Board of Trustees in December The Plan will allow CRAG to fulfill the HR Strategic Objectives listed above, in alignment with the European Charter and Code. This Plan is publicly available through a dedicated web page at CRAG's institutional website ( action- plan). 2. CRAG ACTION PLAN The Plan, which covers the period , is organized into 4 areas: Ethical and Professional Aspects; Recruitment; Working Conditions, Social Security Career Development; and Training, with actions currently undertaken and actions planned. Each action within those areas is provided with the person, committee, and/or unit responsible for the action, a timeframe for the completion of the action, and one or more indicators. Implementation of the Plan relies on the existing internal management structure of CRAG (see chart), in particular on the (which consists of the Coordinators of the four Programs at CRAG, of six other prominent CRAG scientists, and the Director) and on the (which

4 consists of three CRAG professors and that oversees the CRAG PhD Program). Development and progress of the Plan will be monitored by the Plan Working Group (described above), which will meet regularly on a quarterly basis. In particular, this monitoring Group will carry out in early 2016 a Self- Assessment of the development of the Plan, adjusting the plan and overseeing the addition of new actions to the Plan, if necessary, for its final two- year period. The proposals and recommendations of the Working Group will be further evaluated by the of CRAG. Finally, the Plan and its implementation will also form part of the stringent and integral review of the Center that the Catalan Government - through the CERCA institution- carries out every four years, by means of an external evaluation panel consisting of prominent scientists and leaders in the field. 1. Integrate the HR Strategy into CRAG research operations. 2. Develop an internal Guidebook on Good Practices to adapt and expand the CSIC Code of Good Practices - already endorsed by CRAG- through a set of norms and recommendations for its specific implementation in the center, according to CRAG policies and Charter Code (CC). 3. Define and create the institutional figure of the Ombudsperson (or an equivalent mechanism for conflict mediation). 4. Implement actions for the promotion and dissemination of the Code at CRAG (including talks in good scientific practices and ). 5. Develop an internal Guidebook on Intellectual Property Rights describing existing CRAG's policies on the topic, and plan periodic I. Ethical and Professional Aspects CC Responsible Timeframe Indicator All CC Director CC 1, 2, 3, 4, and 7 CC 2, 7, and 34 CC 2 and 7 CC 5 and 31 Director Director (definition and nomination), Board of Trustees (approval) Director Ombudsperson Director Starting in Q1 2015, and continuous Q and continuous Q talks people trained

5 actions to promote it in the Center. 1. Formalize the Policy on Recruitment and Selection of CRAG personnel containing the CC, by preparing a Guidebook on this topic 2. Improve dissemination of job opportunities at CRAG through CRAG s website. 3. Develop an internal, Center- wide protocol for job advertisement for the different categories of job openings at CRAG, strengthening international advertising (EURAXESS Jobs portal). II. Recruitment CC Responsible Timeframe Indicator CC 12, HR Q , 14, 15, 16, 17, 18 and 21 CC 12, 15 and 21 CC 13, 15 HR IT Department Q HR Q III. Working Conditions, Social Security Career Development 1. Design a comprehensive Welcome Package with practical information for the newcomers. 2. Develop and implement an online welcome, tracking, and follow- up procedure for PhD Students, and implement it as an integral tool of CRAG s PhD Program management. CC CC 23 and 24 CC 23, 24, 28 and 39 Responsible Timeframe Indicator HR Research Secretary Office, HR, Research Secretary Office IT Services Q Q Implement a yearly welcome meeting for first course PhD students to provide all the necessary academic and practical information related to the PhD program, HR policies and Health and Safety topics. CC 23, 24, 36 and 40 HR and yearly meetings number of attendees

6 4. Implement the Mentor role that is defined in the CRAG PhD Program. CC 36, 37, 39, and 40 HR and continuous. scientists that acted as mentors. 5. Elaborate the Career Plan at CRAG, clarifying requirements, responsibilities, and policies. 6. Create and promote a CRAG Alumni Professional Network. CC21, 22, 28, and 39 CC 23, 29, and 30 Director, HR (preparation), Board of Trustees (approval) HR, IT Department, Postdoctoral Researchers representatives and PhD Students representatives Q Q Web Resource. alumni in the network 1. Expand the scope, define and implement Training Activities for all professional categories, on a continuous basis. 2. Implement an internal online mechanism to request and evaluate training actions. IV. Training CC Responsible Timeframe Indicator CC 28, Q and 39 CC 28, 36, 38 and 39, HR Projects and Grants Office (depending on the training activity, as appropriate) HR IT Services Q Number and type of courses people trained.. Number and type of courses feedback received.