University of Turku HUMAN RESOURCES POLICY

University of Turku HUMAN RESOURCES POLICY

Publisher Turun yliopisto Layout Mirja Sarlin Suomen Yliopistopaino Oy Uniprint 2012

University of Turku HUMAN RESOURCES POLICY Approved by the Board 28 March 2012

Contents 1. Starting point and aim of the Human Resources Policy...5 2. Staff as a resource...6 2.1 Communality...6 2.2 Human resources planning...6 2.3 Recruitment...8 2.4 Improving the career advancement opportunities of staff...10 3. Employment relationship issues...11 3.1 Salary...11 3.2 Work time... 12 3.3 Leaves of absence and part-time work... 12 3.4 Fixed-term employment relationships... 13 3.5 Termination of employment...14 4. Leadership and supporting leadership...14 5. Ensuring staff members know-how and well-being...16 5.1 Orientation...16 5.2 Developing human resources and work communities...16 5.3 Advancing well-being at work... 17 5.4 Promoting equality...18 6. Cost effects...19 7. Implementation and monitoring...19

1. STARTING POINT AND AIM OF THE HUMAN RESOURCES POLICY The University of Turku is an expert organisation the success of which rests on its proficient, motivated and diverse staff, motivated students and an environment that encourages creativity. The significance of human resources management is emphasised in an organisation where the work results are based on the staff s professional expertise. The University s strategy-based human resources management with clear instructions and rules will support the whole staff s ability to cope with their work and their well-being at work. The significance of the staff in implementing the University s strategy is an essential part of the operation of the whole University. The legal status of universities changed from the beginning of 2010, and the University of Turku changed from being a state accounting office into a corporation under public law. As a result of this change, the University has become an independent employer. A central change at the University was that civil service employment relationships became contractual employment relationships. There have also been changes in the University s recruitment procedures, for example, so that the power to make decisions in recruitment has now been moved to a lower level in the decision-making hierarchy more comprehensively than previously. The new situation will be taken into account and utilised in the best possible way in the human resources policy. On the one hand, the universities autonomy as independent employers has increased, but on the other hand, the universities continue to cooperate with the other Finnish universities in the administration of employer activities. This cooperation includes defining the universities joint aims and tools, developing employer activities as well as matching employer activities at the national level and at the university level in negotiation and agreement activities. At the university level, employer activities include implementing recruitment and salary policies as well as local-level cooperation with staff organisations. In the new situation, it is important to safeguard the implementation of openness and publicity in recruitment to ensure that the best suited person is selected for each job. The University of Turku has a uniform human resources policy, the implementation of which is safeguarded by the orders and instructions given by the central administration. However, the autonomy of the departments and faculties is emphasised in recruitment as well as the flexibility of the procedures. The procedures are described in the University s Quality Manual. The University is a fair employer, and its human resources policies are characterised by openness and transparency as well as by its goal of developing the staff members professional competence and ensuring their capacity to cope with their work. The University s human resources policies are fair and encouraging. The human resources policy that the University follows will support the University s basic missions and take into account the diversity of the staff. It will also advance the feeling of community among staff members. The University s most important resource is its staff, and the students are an active part of the university community. The University will evaluate and further develop its work community into an inspiring, encouraging and rewarding work and study environment, which will advance staff members creativity. The aim is to increase the University s attractiveness as a good employer and to safeguard the University s competitiveness in recruitment situations both in Finland and internationally. The University is part of the international academic community and the University will encourage and support the development of internationalisation. The University will encourage its staff to network and to interact with society. The University will develop closer connections with those in the business community, public administration and the third sector, for example, by conducting service research, participating in development projects and offering expert services. The University staff s participation in societal interaction will be supported by human resources policy decisions, which will strengthen the University s know-how potential. The aim of this Human Resources Policy is to safeguard open and high-quality human resources policies for the University of Turku. Most of the measures included in the Policy should be regarded as permanent procedure models and only a small part are oneoff measures. Starting point and aim of the Human Resources Policy 5

2. STAFF AS A RESOURCE 2.1 Communality The University s staff is formed from all those with an employment relationship with the University. The equal treatment of employees requires uniform human resources policies and a salary policy that are followed in all University units. Joint procedures should be followed in handling human resources matters. These procedures should be supported by guidance and training provided to the units by University Services. The University s highest leadership, the deans of the faculties, the heads of the departments, University Services and University internal communication play a central role in strengthening communality. However, each member of the university community influences how communality is experienced at the University. Staff members participation and involvement, open interaction and an open discussion atmosphere will strengthen the feeling of community. Moreover, the freedom, self-directedness and encouragement of academic research activities, the support for innovativeness, interdisciplinary dialogue, creative team work and internationality are important factors in strengthening communality. From the perspective of communality, the University s adjunct professors, grant researchers, those who have retired from the University, mentors, alumni, undergraduate and postgraduate students belong to the university community in addition to current University staff. Communality is strengthened, for example, by the participation of different groups in the University s decision-making. The purpose of the University of Turku s cooperation agreement is to advance and increase the cooperation between the employer and the employees as well as the staff groups and to develop the University s operation. Providing efficient, open and up-to-date internal communication and information. Offering support and training by University Services e.g. in managing change and in human resources matters. Participating in decision-making and other key activities of the University by the different groups within the University. Maintaining joint procedures in the various units of the University Enabling cooperation between staff in the various units of the University. Increasing dialogue between the units management and staff. 2.2 Human resources planning The University will carry out long-term and systematic human resources policy and will plan for the efficient use of human resources. The University has uniform human resources policies, the implementation of which are safeguarded by the orders and instructions given by the central administration, staff orientation and training as well as an open and transparent planning culture in human resources matters as well. On the other hand, the autonomy of the departments and faculties is emphasised in human resources planning and recruitment as well as the flexibility of the procedures. Recording the procedures in the University s Quality Manual and the units operations manuals supports uniform procedures being followed. 6 Staff as a resource

The strategy and the operation of an organisation require that human resources planning includes an explanation of the total number of staff needed, expressed both quantitatively and qualitatively. The change needs of staff and the development of the staffing structures are anticipated in the planning process. In particular, the units areas of emphasis defined in the University of Turku s Strategy will be taken into account when planning the reallocation of the posts that become vacant or that are abolished. As part of human resources planning, the units will examine annually their situation as regards fixed-term employment relationships. Over the next few years, the significance of the University s human resources planning will be further emphasised because of the changes in university work and because the number of staff reaching retirement will increase. Within a short time frame, a considerable amount of so-called tacit knowledge will be lost. Transferring this knowledge to the remaining and new staff as well as controlling the anticipated and systematic management of the retirement process will play a key role in ensuring the preservation of adequate know-how and also the correct dimensioning of the staff in the future. Among other things, the controlled management of the retirement process and the recruitment of new staff require the strengthening of human resources planning and orienting staff members newly recruited to the University to their duties and responsibilities. Ensuring the availability of services requires a functioning deputy system. Human resources planning will be strengthened in all University units. Retirements and new work arrangements will be discussed openly. Well-reasoned and appropriate recruitment policies will be followed. Recruited staff members will be appropriately oriented to their new duties and responsibilities. The deputy system will be improved. The practices will be documented in the University s Quality Manual and the units operations manuals. The units will go through the situation and justifications of fixedterm employment relationships annually, as well ensuring that they are conforming to the law. The possibilities for moving employees from fixed-term to on-going contracts will be considered. Staff as a resource 7

2.3 Recruitment The University is an attractive, respected and independent employer. The University s new legal status requires it to have an active recruitment culture. The University will ensure its attractiveness in many different ways. Its public image, reputation and attractiveness are affected by a number of factors, including the University s success, and its diverse and close relationships with the international academic community, society and the business community. The University has a traditional background, and a history of providing a safe workplace, being a fair employer, and an employer that makes it possible for staff to combine family and working life in a balanced way. The University s success depends largely on it being a good work community for undertaking research and providing education. The University s operating environment is part of its attractiveness. For example, the University works in close cooperation with the City of Turku in order to increase the attractiveness of the region. The University will be open and public in its recruitment, select the best possible candidate for each post and enhance its image as an employer. Successful recruitment requires the use of functional, sufficiently extensive and where justified, international recruitment methods, as well as strong, purposeful and long-term planning. In particular, the international mobility of teachers and researchers will be increased and supported, but on the other hand, the aim is to increase the number of foreign researchers and teachers, for example by using a wide range of international recruitment channels more often in staff recruitment. In recruiting researchers, the University is committed to advancing the principles presented in the European Charter for Researchers and the Code of Conduct for the Recruitment of Researchers. In recruitment, the University values the participation by staff in societal interaction in addition to their demonstration of competence in the basic missions and their general suitability. Having new staff become committed to the organisation and their work duties early in their working career will be ensured for example, with the help of supervisor training, mentoring and orientation programmes. Most recruitment decision-making is centralised to the faculty level and to University Services. The Rector makes recruitment decisions as regards professorial posts. The decisions will be adequately documented and they will be based on the recruitment documentation. The selection evaluation must be based on a clear definition of the duties and an analytical examination of the selection grounds. The main rule in staff recruitment is a public application procedure as regards both on-going and fixed-term employment contracts. An internal application procedure can be used in cases where the University has already employed a person who is qualified for the job and whose recruitment is suitable and justified from the perspective of both the employee and the University. The University s long-term, systematic and high-quality operation and improving the operation require permanent staff. On the other hand, the work done at the University is typically fixed term in nature, especially as regards the work of teaching and research staff members in the early stages of their careers. The basis of the fixed-term nature of the duties is the content of the work duties, particularly the fixed-term duration of projects. The University has set a goal of increasing international researcher mobility, which for its part affects the total number of fixed-term employment relationships. 8 Staff as a resource

The University will use fixed-term employment relationships only on the grounds stipulated in the legislation. Based on the human resources plans prepared by the units, the University will monitor annually the use of fixedterm employment relationships and the grounds for the fixed-term employment, and will consider the possibilities for moving staff from fixed-term to on-going contracts on a case-by-case basis. The aim is to limit the number of fixed-term staff through human resources planning. The University staff members working careers will be supported, for example, by developing work methods, the organisation of work and leadership as well as through technology and good practices of lifelong learning. Attention will be paid to the legal grounds for fixed-term employment contracts. An employee in a fixed-term employment relationship will be hired for the whole duration according to the nature of the fixed-term contract. For example, the starting point is that doctoral students should be hired for the whole duration of the doctoral programme and a person working on a project should be hired for the whole duration of the project. There may, however, be sub-projects or other fixed-term duties in a project, in which case it is justified to hire a person for a shorter period of time than the whole duration of the project. The image of the University as a good employer will be further improved. The electronic application system will be improved so that for example, the process of sending and receiving publications submitted with applications for research posts will be streamlined, as well as simplifying the handling of application documents during the application process. A ttention will be paid to the efficient marketing of vacant posts, through international channels as well. This requires, for example, collecting systematic information about the recruitment channels and systems, the availability of translation services as regards recruitment advertisements and developing the University s website. The University will implement the European Charter for Researchers and the Code of Conduct for the Recruitment of Researchers and it will regularly monitor their implementation. Staff as a resource 9

2.4 Improving the career advancement opportunities of staff The starting point at the University is that all teachers should carry out research and that researchers should teach. This should be considered as a resource that improves, for example, the opportunities for doctoral students to share research knowledge and gives the doctoral students an opportunity to acquire work experience in teaching in addition to research. The four-step career structure for teaching and research staff is in use at the University of Turku. The University mainly uses the public application procedure in staff recruitment. The staff s options for advancing in their career will be supported, for example, with a range of human resources development services and by making internal recruitment more effective. In this way, the employee s experience of different kinds of duties and of the University as an organisation and as a work community will be increased. The staff training offered by the University will support the career development of all staff groups. The staff s international mobility will be supported, for example, by the International Office of University Services. The University will introduce a model for recruiting teaching and research staff where an employee s advancement from one step of the career structure to another one can also be based on advancement in one s career without having to open the vacancy for public application (the career development model). In order to increase the attractiveness of the research career and to attach talented researchers to the University, a model is needed to support the career development of particularly talented and academically distinguished researchers, where advancement in one s career is based on the particularly successful activities the individual has undertaken. The aim of the model is to advance the University s competitiveness in the academic labour market. The University has implemented the tenure track system, the purpose of which is to attract young distinguished researchers to the University. In the tenure track system, the best applicant is selected as an assistant professor for a fixed term in a public international application procedure. After passing a new evaluation, he or she can continue for another term as an associate professor, after which a third evaluation will be made and he or she can be given a permanent professorship. The career development model for teaching and research staff will be implemented at the University. The functionality of the tenure track system and its relation to the career development model for teaching and research staff will be evaluated. The faculties will be encouraged to use the tenure track system as part of their human resources planning. 10 Staff as a resource

3. EMPLOYMENT RELATIONSHIP ISSUES 3.1 Salary In accordance with the general collective agreement for universities, salaries are based on the job demand level and the employee s personal performance. The evaluation of the job demand level is based on the job description and the evaluation system applied to the job. The personal salary component is determined according to the individual s performance level. The University aims to be competitive in relation to other employers and other universities as regards the salary of both teaching and research staff, and other staff categories. However, it is necessary to take into account the University s policies and the cost frameworks valid at the time when determining the salary. The University follows a uniform and fair salary policy. The University will strive to develop further the application of the salary system so that the aim is to have a system that genuinely encourages and rewards the staff and supports supervisory work. Reaching this aim will require further development of both the supervisory work and the supervisory system. The supervisory system will be improved, for example, by clarifying the supervisory roles and centralising the supervisory duties. To support this development work, the University will arrange training for supervisors. The responsibility of the heads of units and the supervisors is to be in charge of the practical application of the salary system in accordance with the general collective agreement. The assessment discussions related to the salary system must be held in accordance with the general collective agreement. In the assessment discussions between the University staff member and his or her supervisor, the job demand level and the personal performance of the employee are examined, one assessment factor at a time. In addition to the assessment discussions, review discussions, which will be discussed in more detail in Section 5.2 of this Policy, are held with the staff. Where needed, supervisors and staff members will be offered training on how to carry out the assessment discussions and the assessments in a fair way. The current salary system will be developed further and complemented so that implementing other encouraging reward systems will also be considered. The University will offer materials and organise training for carrying out assessment discussions where needed. Employment relationship issues 11

3.2 Work time The University s teaching and research staff follow the 1600 hour total work time system agreed on in the general collective agreement for universities. The work time of other staff is determined in accordance with the general collective agreement. The University will consider the possibilities for using flexible work time, of which one possibility is distance work. Doing overtime is avoided and overtime is done only on the joint agreement of the employee and the supervisor and a written order given by the supervisor. The availability of central services without interruption will be ensured by planning for staff holidays, and improving the deputy system. Practical and flexible holiday arrangements will advance the well-being of the staff. In planning the holidays, the employer s needs and uninterrupted services as well as the employee s wishes concerning holiday times will be taken into account. Flexible work time will be applied in accordance with the general collective agreement and it is used in the University s various units by staff other than academic staff where a unit-specific agreement on the use of flexible work time has been made. Using flexible work time improves coping with work and well-being at work with the help of flexibility in working hours as well as advances the equal treatment of staff. The possibilities for extending the use of flexible work time among other staff will be examined and the current practices will be streamlined, taking into account unit-specific special needs. The availability of central services will be guaranteed during holiday periods by unit-specific planning of holidays and by improving the deputy system. The possibility of introducing distance work will be examined. 3.3 Leaves of absence and part-time work An employee is granted a leave of absence on the grounds determined in the general collective agreement for universities. A leave of absence can also be granted on other grounds, when there must always be a particularly carefully considered justified reason for each leave of absence. Reasons of this kind may include, among other things, reasons related to the career development of teaching and research staff, working in a position outside the University which will benefit the University or which will improve the employee s professional skills in taking care of his or her own duties, and taking care of a more demanding job inside the University. The University will study the possibilities for implementing a research period system, through which teaching and research staff can on application be freed from administrative and teaching tasks for carrying out research from time to time. In accordance with the University s policy, teaching and research staff are granted leave of absence for taking care of another job at the University of Turku or elsewhere, as a rule, for a maximum of five years. When granting the leave of absence, the preconditions of the operation of the unit and the 12 Employment relationship issues

work arrangements will be taken into account. For other staff, as a general rule, during a period of five years, leave of absence is granted for a maximum of three years when the person transfers to take care of a temporary job at the University of Turku and for a maximum of one year when the employee transfers to a position outside the University. Usually, leave of absence is not granted if the University staff member has been recruited for an on-going employment relationship. An exception is those situations when the employee transfers to another job where there is a trial period. In these cases, leave of absence can be granted for the duration of the trial period. In order to improve the staff s coping with work, to advance well-being at work and as an alternative to retirement, transferring to part-time employment is supported. However, part-time employment is possible only in jobs where the nature of the work allows it and the smooth handling of duties can be ensured with alternative kinds of work arrangements. Discretionary part-time work is not possible in all jobs (e.g. key jobs 1) ). In key jobs, parttime retirement requires that the person resigns from his or her own job and he or she is recruited for a fixed-term employment relationship until he or she reaches retirement age and his or her duties are rearranged during the transfer phase. 3.4 Fixed-term employment relationships As a rule, the University staff should be in an on-going employment relationship. The University also has staff in fixed-term employment relationships, a situation which is due to the special nature of research and teaching work as well as the postgraduate education task, for example. A person can be appointed to a fixed-term employment relationship when there is a justified reason for it, as mentioned in the legislation. The person in a fixed-term employment relationship is recruited for the whole duration of the fixed-term contract (for example, for the duration of the whole substitution period or project). The University will regularly examine the use of fixed-term employment relationships in cooperation with staff and will try to reduce the use of fixedterm employment relationships wherever possible. When making recruitment decisions, special attention will be paid to recording the grounds for the fixed-term employment relationship in the employment contract. The University has clear instructions on the use of fixed-term employment relationships. 1) The University s key jobs include, for example, central supervisory positions. As regards teaching and research staff, the possibilities for arranging research periods that are free from teaching and administrative duties will be examined. Transferring to part-time employment will be supported when it is appropriate, taking into account the work duties. When transferring to part-time work, both the employee s and the employer s wishes and needs will be taken into account. Examining fixed-term employment relationships will be continued, for example, with the help of the human resources plan prepared as part of the annual plan. In the units, the situation, justification and conformity to law of the fixed-term employment relationships will be examined annually in conjunction with human resources planning and the possibilities for moving employees from fixed-term to on-going contracts will be considered. Employment relationship issues 13

3.5 Termination of employment Staff retirement or transfer to other duties requires long-term human resources planning from the University and its units so that the continuity of operation can be ensured when staff changes take place. The University will offer individual guidance and advice for its retiring staff on matters related to retirement and pension benefits and how to take care of these matters. The significance of the University s human resources planning will be further emphasised especially as the number of staff reaching retirement will increase considerably. This planning will require the staff retirement schedule to be planned more carefully than previously, as well as cooperation with the staff and the units. It is especially important to ensure that so-called tacit knowledge is transferred from the retiring employee to the successor at as early a stage as is possible. Under exceptional circumstances, the employment relationship may also end against the employee s will on financial or production-related reasons or because of the employee s own actions. In such situations, the details related to the termination of employment will be discussed with the employee well in advance of the end of the employment relationship. The employer must find out before the possible termination of employment whether the termination of employment can be avoided by giving the employee other duties. At the termination of employment, the employer must ensure that the employee s rights based on the employment relationship are terminated. (For example, the right to use the data systems, passes etc.) Upon the termination of employment, the supervisor must hold an exit interview with the employee. In this way, feedback is received on the person s experiences of the University and the work community. The interview will improve the possibilities of information transfer to the new employee. This is related to mentoring, where the experience and know-how of the person leaving is systematically transferred to the new employee over a longer period of time in situations where the successor is already known. In carrying out mentoring, the mentoring programmes offered by the University can be utilised. An exit interview will be held with the departing employee before the end of the employment relationship. Matters related to the termination of employment will be handled in cooperation with the staff. 4. LEADERSHIP AND SUPPORTING LEADERSHIP The university reform and the changes in the operational environment pose special challenges for leadership and supervision. This requires acquiring a leadership and decision-making culture that is suitable for the academic community as regards both the University s basic mission and the management of administration. Those in leadership and supervisory positions are expected to have good leadership skills and / or the willingness to develop themselves as leaders. Special attention should be paid to leadership skills when recruiting staff for leadership positions. Applying for leadership positions will be supported by encouraging the supervisors to develop their skills and by offering diverse forms of leadership support. The University s leadership system and the feedback systems related to leadership will be improved. The usability of the leadership system will be improved especially in strategic management. The challenges posed by the wide age distribution of the staff require skills, the development of which will be taken into account in leadership training. 14 Employment relationship issues

Efficient human resources management guides the University staff s knowhow and work performance in the same direction required by the University s strategic aims. First and foremost, the aim of human resources management is to ensure that the University s staff corresponds to the prevailing need both as regards quantity and quality, and that staff members are motivated to work towards the aims of the University. Good leadership and supervision affect the University s image as an employer. In developing the leadership system and supervisory skills, it will be ensured that each supervisor has the strong support of his or her own supervisor. Special attention will be paid to skills in the management of change as well as advancing early support and well-being at work. When developing the units immediate supervisor system, it must be ensured that there are adequate chances for the fair treatment of staff, however, so that the size of the units under supervision does not pose a threat to the supervisors well-being at work. A central tool for human resources management is the review discussion system that covers the whole organisation and the development and regularisation of which will be given more emphasis than previously. The University will recognise and take into account in its operation the roles of supervisors at different levels and the different kinds of supervisory tasks that belong to them. A central task of supervisors is to ensure the realisation of the basic mission of the unit they lead, the well-being at work of the unit, the necessary know-how, the responsible use of financial resources, the clarification of the targets of the work community as well as the development of a feedback system that serves the functionality of the work community. Special attention will be paid to participatory leadership, which means coaching and guidance the aim is to support good performance. Tools include regular review discussions, workplace meetings, development semi- nars, timely and open communication, listening to the staff and taking their views into account. Participatory leadership will increase the staff s commitment and motivation. In addition to human resources management, the division of work between administrative and teaching staff will be developed so that teaching and research staff can focus on their basic tasks. The University will support the chances of its staff to work in jobs that correspond to their competence. The possibilities for academic leaders to take a research break after the leadership period will be looked into. More attention will be paid to developing leadership by offering a range of support systems for leadership. Individual leadership will be supported for example by leader ship training, a range of individual and group support forms, and peer support. Special attention will be paid to skills in the management of change as well as advancing early support and well-being at work. Feedback systems related to leadership will be improved. The possibilities for academic leaders to take a research break after the leadership period will be looked into. Leadership and supporting leadership 15

5. ENSURING STAFF MEMBERS KNOW-HOW AND WELL-BEING 5.1 Orientation What is meant by orientation includes all those measures which help the employee to become oriented to his or her new future duties and responsibilities, the immediate working environment as well as the aims and operational principles of the unit and the University. The unit s supervisor is responsible for orienting the employee with the help of the support offered by the University as the employer. A specific person in charge is appointed for each employee with new duties, who will orient the person to the new duties. The units operations manuals are used as an aid in the orientation. Good orientation is part of successful staff recruitment, which can be used to increase the employee s commitment to the University. The units will take care of organising unit-specific orientation. University Services will support the orientation by organising orientation events for all new employees and by producing orientation materials suitable for the use of the whole university community. The units operations manuals will be updated and used in staff orientation. A specific person in charge is appointed for each employee with new duties, who will orient the person to the new duties. 5.2 Developing human resources and work communities The staff s competence is a key factor in the University s success. The responsibility for competence development is divided between the supervisors, the University organisation and the staff. In competence development, the perspective of both the individual and the work community will be taken into account. In societal interaction, the expertise that has emerged in research and education is offered for use by society and citizens. Regular review discussions are held with the whole staff of the University. The review discussion is an annual discussion between the supervisor and the employee. It requires prior preparation and follows a certain system. The review discussion is meant to benefit the employee in question, the supervisor and the whole work community. The review discussion as a leadership tool connects the duties of an individual employee to the University s basic mission and strategy so that each employee s duties are part of a whole. The review discussion maintains and improves well-being at work. Wellbeing at work is created by competence, a feeling that the work is in hand, supervisory work and interaction. All these sectors of working belong to the review discussion. By discussing them, the well-being of both the individual and the whole work community will be increased. The review discussions will be linked more directly to the mapping of competence needs and the information received in the review discussions will be utilised in the development of both the employees competence and the operation of the units, as well as in providing the contents of the human resources development services. 16 Ensuring staff members know-how and well-being

The University will offer centralised services in human resources development and will support the development of the units own operation. Central areas of competence development include advancing lifelong learning and the organisation s readiness for change. Human resources development services will be organised more often by utilising the University s internal expertise and in the English language as well. Multiculturalism will be better taken into account in in-house training. Moreover, the University will organise the human resources development that supports the realisation of the basic missions so that it will be divided into two sectors: educational development and other staff training. Each supervisor will ensure that their subordinates have the possibility to develop their competence. Holding review discussions and the realisation of the matters agreed on in the discussions will be monitored with the help of the supervision system, ensuring that confidentiality remains protected. The staff s lifelong learning and development of professional competence will be advanced as well as the organisation s readiness for change. Human resources development services will be provided in English more often. Taking multiculturalism into account will be added as an area of development in staff training. Human resources development services will be organised more often by utilising the University s internal expertise. Human Resources Development will organise training in support of the review discussions and produce materials related to them. 5.3 Advancing well-being at work Well-being at work is the result of fruitful, smooth, motivating and balanced everyday work. The cornerstones of advancing well-being at work are fair leadership, functional internal communication, the proficiency needed in handling the work duties, practical working tools and work community practices, the participation of staff, and support for maintaining the individual s ability to work. The influence of constructive feedback given by the supervisor on wellbeing at work is significant and its significance is emphasised, for example, in supervisor training. Advancing well-being at work is wide-ranging and preventive cooperation, where the occupational health care and the employment pension insurance company participate, in addition to the university community. The monitoring information on the staff s well-being at work will be utilised in all development work. At the same time, the review discussion system will be improved as a method for regularly assessing the status of well-being at work. The status of well-being at work will be monitored with the help of information accumulated at the occupational health care and the occupational safety organisation. The University will advance well-being at work with measures that aim at improving work ability, occupational health and occupational safety. The University will take care of the staff s well-being by maintaining and developing occupational safety activities and by supporting the work communities in unit-specific development work. Combining work and family life is advanced, for example, by using flexible work time and flexible holiday arrangements. The University has prepared for possible crises and disturbances with its crisis organisation and by preparing instructions for a range of dangerous and accident situations. Sports services for staff are part of the well-being at work activities. The University offers diverse exercise opportunities for staff and students. Exercise groups that advance health will be regularly organised for staff and in addition, the staff s coping with work will be supported with rehabilitation services. Ensuring staff members know-how and well-being 17

Each member of staff is for their part responsible for the well-being of their work community. The employees will be supported in responsibly assessing and maintaining their own well-being at work with different kinds of development activities. The staff s capacity to cope with work and the good realisation of the University s basic mission will be ensured with early support. In advancing well-being at work, the realisation of the interaction between students and staff must be taken into account. Well-being at work is reduced, for example, by crises and disturbances. In solving these situations, developing cooperation with the Finnish Student Health Service will play a central role. Assessment systems will be created to assess the status of well-being at work and well-being at work surveys will be organised, taking into account the units needs. The review discussion system will also be used as a method for regularly assessing the status of well-being at work. The development measures will be planned by utilising the assessment information received on well-being at work. The Early Support model will be implemented at the University. Close cooperation will be maintained between the University s Human Resources office, the occupational safety organisation, the occupational health care and the employment pension insurance company. Transfer to part-time work will be supported in special cases where the staff have problems in coping with work. Internal communication will be developed at several levels of the University and between the levels (central administration, faculties, special units, departments). The possible implementation of other measures and services that advance well-being at work will also be examined. 5.4 Promoting equality The University of Turku has an Equality Plan, the purpose of which is to promote equality and to prevent direct and indirect discrimination and harassment at the University. The University of Turku has an Equality Committee, the role of which is to promote and monitor the realisation and advancement of equality at the University. The University of Turku will ensure in all its operations that the University is a work and study environment in which no-one suffers discrimination. A public application procedure is the main rule in recruiting staff for the University. Openness and transparency are followed in all recruitment, which promotes the realisation of equality. The University of Turku will advance the equal positioning of women and men in different positions, create equal opportunities for career advancement for them, and follow an equal salary policy. The University will ensure that men and women doing the same work receive the same kind of treatment when the job demand level and their personal performance levels are being evaluated. When evaluating the job demand level and the personal performance level, and when distributing salary bonuses, the aim is equality not only between men and women, but also between different staff groups, age groups, nationality groups and task groups. The realisation of equality at the University will be regularly monitored, for example, with the help of statistics. The implementation of the Equality Plan will be monitored and the University s operations will be developed based on it. 18 Ensuring staff members know-how and well-being

6. COST EFFECTS The measures directed at leadership support, the development of staff and work communities and advancing well-being at work as well as increasing these measures will require more financial resources. Moreover, improving internal communication and developing the employer image will generate costs. Increasing societal interaction will also require financial resources. Some of the costs mentioned above will be covered centrally through Human Resources Development, but the units must also take into account the costs incurred by the implementation of the Human Resources Policy when preparing their budget. The costs incurred by the implementation of the Policy will be partly covered by development funding to be received from the employment pension insurance company. 7. IMPLEMENTATION AND MONITORING The university community as a whole will be responsible for implementing the Human Resources Policy. Special responsibility for the practical implementation of the Policy rests with the University s leadership as well as those in leadership and supervisory positions in the units. Most of the measures included in the Human Resources Policy are permanent procedure models by nature and only a small part are measures that will be carried out only once. The Human Resources office in University Services and as part of it, Human Resources Development, are responsible for matters related to staff wellbeing and organising staff training for the part that has been designated to be centrally organised. The occupational safety organisation and the occupational health care also work in cooperation with them. The Human Resources office is responsible for the duties that belong to the University s employer activities as regards salary and employment relationship matters (for example, the conditions of the employment relationship, the implementation of the salary system and work time as well as instructions related to them, and follow-up). A Human Resources Policy Planning Group will monitor the implementation of the Human Resources Policy and report on the matter to the Board annually. The faculties and departments as well as other units must take into account the principles of the Human Resources Policy and the measures presented in it in their operations and planning. The faculties and departments and other units must put them into practice. The faculties, departments and University Services will assess annually the realisation of the Human Resources Policy in their unit when preparing the annual plans and will present possible development measures of implementation. The human resources policy decisions encourage the University s staff to participate in societal interaction, which for its part will strengthen the University s competence potential and support the realisation of the University s basic missions. The University Board will give the faculties feedback on their assessments. The university community will be informed of the Human Resources Policy and the Policy will be implemented at the whole University. Appendix 1. Appendix 2. Proposals for action in the Human Resources Policy: table of the division of responsibilities The groups involved in the University of Turku s human resources management and the implementation of the Human Resources Policy in 2011, and their responsibilities Appendix 2a. A list of the groups and their responsibilities Appendix 2b. A chart of where the groups are located within the organisation Appendix 2c. A list of instructions Cost effets and Implementation and monitoring 19

APPENDIX 1. PROPOSALS FOR ACTION IN THE HUMAN RESOURCES POLICY OPERATIONAL PRACTICES Responsibility of Permanent procedure models One-off measures 2 Staff as a resource 2.1 Communality 2.2 Human resources planning Providing efficient, open and up-to-date internal communication and information Offering support and training by University Services e.g. in managing change ad in human resources matters Participating in decision-making and other key activities of the University by the different groups within the University Human Resources and Human Resources Development, also other units of University Services Maintaining joint procedures in the various units of the University Enabling cooperation between staff in the various units of the University Increasing dialogue between the units' management and staff Human resources planning will be strengthened in all University units Retirements and new work arrangements will be discussed openly Well-reasoned and appropriate recruitment policies will be followed Recruited staff members will be appropriately oriented to their new duties and responsibilities The deputy system will be improved The practices will be documented in the University's Quality Manual and the units' operations manuals The units will go through the situation and justifications of fixed-term employment relationships annually, as well as ensuring that they are conforming to the law. The possibilities for moving employees from fixed-term to on-going contracts will be considered 20