1
HR Excellence in
Research: HR Action
Plan 2018-2023
Amended version (2021-2023)
2
Version 2021-03-11
Case number 2018CZ315708
Name of organization
under review
Central European Institute of Technology of Masaryk University
(CEITEC MU)
Contact details Main contact person for the HRS4R: Eliška Handlířová
eliska.handlirova@ceitec.muni.cz
+420 549 49 4481
Web link to published
version of
organisation’s HR
Strategy and Action
Plan
http://muni.ceitec.cz/en/hr-strategy-hrs4r/
Editor E. Handlířová, Head of Director’s Office
Reviewed by J. Nantl, CEITEC MU Director
E. Handlířová, Head of Director’s Office
M. Pokorná, Deputy Director for Administrative Matters
K. Říha, Deputy Director for Science
P. Plevka, Deputy Director for Research Infrastructure
Internal co-authors
(in alphabetical order)
M. Jamrichová, Head of HR Department
E. Jarour, Communications Lead
N. Kostlánová, Scientific Secretary
M. Marcolla, Secretary
K. Ornerová, Head of Research and Innovations Support Department
J. Otoupalíková, Head of Communication Department
A. Valterová, Head of Grant Administration Dept.
Steering Committee
(in alphabetical order)
J. Fajkus, Head of Mendel Centre for Plant Genomics and Proteomics, Group
Leader
K. Kubíček, Senior Researcher, CEITEC MU Senator
P. Plevka, Deputy Director for Research Infrastructure, Group Leader
Š. Pospíšilová, Head of Molecular Medicine Centre, Group Leader
I. Rektor, Head of Neuroscience Centre, Group Leader
I. Rektorová, Group Leader
K. Říha, Deputy Director for Science, Group Leader
V. Sklenář, Managing Officer for the Research Infrastructure, Professor
O. Slabý, Group Leader
R. Štefl, Head of Centre for Structural Biology, Group Leader
3
CONTENT
Introduction word........................................................................................................................ 4
Summary of actions and their timing ........................................................................................ 5
Detailed Action plan (2018-2023) ............................................................................................... 8
4
INTRODUCTION WORD
During 2018–2020, we formulated many new rules, procedures and policies in the area of HR, starting
with the career system, followed by the recruitment policy, the onboarding system, and others. Internal
discussions about these policies and rules were demanding and delicate, but were definitely worth it.
With a vision of reaching a broad consensus and having our researchers on board, we invested quite a
lot of time into internal discussions. For the period of 2021–2023, we want to focus on the proper
implementation of policies and systems developed in the past two years, and to open several
new topics as well.
In the previous period, we learned that the involvement of researchers in the HR Award
implementation is essential. The narrow view of management or administrative departments must be
widened by the view of researchers at all career stages. In the upcoming three years, we want to focus
on communication and cooperation between researchers, management and administrative support staff.
From 2021 to 2023, we aim to strengthen cooperation with group leaders and heads of workplaces
as key players in the HR management. The Institute’s management defines standard rules and
procedures to be followed (e. g., recruitment rules, evaluation system, onboarding procedure) and
provides administrative support to the implementation. But the real experience of employees comes
primarily from the direct relationship and cooperation with her/his superior (group leader). Group
leaders are those who hire people, conduct interviews, directly influence the career prospects
of her/his team members, lead evaluation interviews, build a group’s internal working conditions
and define its internal culture, etc. Without cooperation and joint consensus between management
and group leaders, the HR Award action plan implementation would never meet its goals and long-term
sustainability. Besides the strengthening of communication and cooperation with group leaders, we want
to continue to provide them with the means of their development, offering them various types of training
opportunities.
5
SUMMARY OF ACTIONS AND THEIR TIMING
The first HR Award Action Plan contained 54 actions. Amended action plan includes 33 actions (17 new actions, 16 actions to be completed from the previous
plan). 70 % of all actions as defined by the HR Award Action Plan (2018) were successfully completed.
Status (as of 4Q 2020) No. of actions %
Completed 38 70 %
In progress 4 8 %
Extended 12 22 %
Total no. of actions (Action Plan 2018) 54 100 %
New 17 Actions
from the previous plan 16 Total
no. of actions for 2021-2023 33 The
following table shows actions to be completed in the given year. Many actions are initiated 12–24 months before their completion date. Priority and complex
actions are highlighted in blue.
2021
9 actions
1. Orientation of new employees:
a. Launch of new orientation system (process) for new employees
2. Recruitment:
a. Update of Director’s Measure No. 5/2016 Rules of Tenders for Employee Recruitment
b. A career webpage will be developed as part of the recruitment and orientation process
c. Analysis of available and efficient ways for promotion of new vacancies will be done
d. All open vacancy templates will be updated, implementing the new recruitment policy and OTM-R principles and principles of
gender-neutral (gender-sensitive) language
3. Gender Equality Plan:
a. A new Gender Equality Plan for 2021–2023 will be formulated and adopted, including its publication on the CEITEC MU
website
6
b. A gender sensitive communication policy will be defined and disseminated
4. Stability/security:
a. Regular HR data monitoring will also include information on permanent/temporary contracts. Management will evaluate the share
of permanent/temporary contracts
5. ORION project implementation (Open Science, RRI)
2022
12 actions
1. Career system and development:
a. Overall analysis to define various types of mobility, gather quantitative and qualitative data on the most common barriers for
mobility and focus on questions of possible budget evidence centralization, definition of expectations, etc.
b. A mentoring system will be specified, promoted and supported (starting already in 2021)
2. PhD students:
a. Unification of standards for CEITEC PhD students – memorandum on cooperation among the campus faculties and CEITEC
MU (starting already in 2021)
b. A pilot industry PhD programme will be designed
3. Wage policy:
a. Analysis of wage levels will be prepared, including gender pay gap analysis
4. Annual evaluation:
a. A procedure of annual evaluation interviews will be established
b. Monitoring for the system of annual evaluation interviews will be designed and launched
5. Training:
a. Evidence of employees’ training will be established and used for career development
6. Working conditions:
a. A system of feedback collection and analysis will be established (exit interview/questionnaire)
b. Support of networking opportunities (incl. mini teambuilding activities)
7. Gender Equality Plan:
a. Addressing sexual harassment in the research environment
8. Open Science approach will be further strengthened and unified
2023
10 actions
1. Raising cooperation among researchers and administrative staff and researchers’ involvement in developing new policies, norms,
actions through joint working groups on specific topics (starting already in 2021)
2. Annual evaluation:
a. Regular evaluation of group leaders will be designed, focusing on managerial and supervisor performance (starting
already in 2021)
3. Wage policy:
a. A new internal wage policy, which will be in line with the career system, will be adopted
b. Particularly in the group of group leaders and core facility heads, transformation to the system of contractual salaries will be
considered
4. Recruitment policy: assessment of the recruitment policy implementation
7
5. Training: Leaders Training Academy
6. Support for mobility:
a. Increase of early-stage researchers’ mobility through improvement of administration support and information service
7. Alumni network ambassador/coordinator appointment and formulation of long-term strategy and action plan for the alumni network
(starting already in 2021)
8. Communication:
a. “Ideas catcher” – support of bottom-up communication through collection and assessment of employees’ ideas
b. HR Award staff survey – results of the survey will serve for on-site visit preparation, assessment of the progress and formulation
of the new 2024–2026 HR Award action plan
8
DETAILED ACTION PLAN (2018-2023)
No.
1
Action Status (new,
in progress,
completed,
extended)2
Remarks Deadline
(Q
YEAR)
Responsible
Unit
Indicator(s) /
Target(s)
1 ETHICS: (open) data
management policy is to
be developed and
implemented
Completed The research data policy was developed in cooperation with the IT
committee of the Institute (composed of group leaders that were
nominated by research centre heads, and appointed by the director)
and was discussed under the scope of the Director’s Board (HR
Award Steering Committee). The research data policy aims to
provide CEITEC MU researchers with basic definitions, rules,
responsibilities, and conditions of data ownership and data
management. The policy is in the form of a binding document
(Director’s Measure) and was approved at the end of 2020. The
policy is available at:
https://is.muni.cz/do/ceitec/uredni_deska/opatreni_reditele/opatreni_
reditele_2020_04_-_research_data_policy/?lang=en. Related to the
research data policy, an internal norm on acquisition and storage of
research data, including methodology and template of the laboratory
diary, was approved (see action no. 17), available at:
https://is.muni.cz/do/ceitec/uredni_deska/opatreni_reditele/research
_data_measure/?lang=en.
4Q 2020 Scientific
secretary
Data management
policy adopted
(document)
1 Unique number of the action in the Euraxess online form.
2 New = new action that was not included in the original HR Award Action Plan; in progress = deadline of the action is in the future; completed = successfully
finished/implemented action; extended = deadline was postponed.
9
2 ETHICS: preparation for
and implementation of
new GDPR rules (the
perspective of research
groups and core
facilities)
Completed CEITEC MU has issued internal guidelines that implement the MU
internal regulations (specifically Masaryk University Directive No.
1/2018 – Protection and Processing of Personal Data, available at:
https://is.muni.cz/do/mu/Uredni_deska/Predpisy_MU/Masarykova_u
niverzita/Smernice_MU/SM01-
18/102214928/MU_Directive_No._1_2018__Personal_Data_Processing_and_Protection.pdf)
and specifies the
basic obligations of employees and students to ensure the
protection of personal data at CEITEC MU. At the same time, these
guidelines comply with the requirements of generally binding legal
regulations, in particular Act No. 110/2019 Coll., on Personal Data
Processing, and Directive 95/46/EC of the European Parliament and
of the Council of 24 October 1995 on the protection of individuals
with regard to the processing of personal data and the free
movement of such data. Within the implementation, individual
guarantors of compliance with GDPR rules were appointed, and all
employees have been acquainted with the above-mentioned
regulations and the obligations arising from them. We work with the
GDPR rules continuously in connection with all areas in which the
GDPR is reflected, e. g. data policy, etc.; several training workshops
on GDPR were organized for employees responsible for GDPR
compliance.
4Q 2018 Operations
department
Internal rules of
GDPR adopted
(document);
organized training
workshops on
GDPR
3 ETHICS: Director’s
Measure on project
preparation,
implementation and
sustainability will be
adopted
Completed The Director´s Measure on rules of preparation, implementation and
sustainability of projects at CEITEC MU was developed, approved,
and adopted in 2018. The measure summarises the rules and
responsibilities of the project agenda. The measure was introduced
to the researchers in 4Q 2018. The implementation of the measure
was monitored, and the need for a further update/amendment has
not yet been identified. Available at:
https://is.muni.cz/do/ceitec/uredni_deska/opatreni_reditele/opatreni_
reditele_2018_04_-
_pravidla_pripravy_realizace_a_udrzitelnosti_projekt/
1Q 2019 Grant
administration
department,
Grant office
Internal norm on
projects’
preparation,
implementation and
sustainability
adopted
(document); annual
assessment of the
implementation of
the Director’s
Measure on project
preparation,
10
implementation and
sustainability (incl.
decision on the
update of the rules if
needed)
4 ONBOARDING:
orientation of new
employees: system of
new employees’
orientation will be
defined, combining roles
of head of the workplace
and HR department
representative
Completed In 2020, an orientation of new employees (onboarding) system was
formulated, based on the primary role of the head of the workplace
(i.e., group leader, core facility head, or head of the department), as
well as the professional, standardised support of the HR department
(HR manager). The standardised part of the system, which is the
same for all employees, was established based on several
informational sources, which include the brochure Your Guide to
CEITEC MU (available at:
https://is.muni.cz/do/ceitec/new_employees_guide/, which is located
on the document server for employees), as well as a special web
portal that helps researchers with the orientation of the
administrative agenda and provides the contact information of
administrative support staff (available at: http://adminmuni.ceitec.cz/en/).
The onboarding system also includes templates
of the general adaptation plan and interviews (which take place at
the beginning and the end of the probation period). In January 2021,
the director issued a Director’s Measure on onboarding of new
employees (available at:
https://is.muni.cz/do/ceitec/uredni_deska/opatreni_reditele/opatreni_
reditele_2021_01_-_adaptace_zamestnancu_ceitec_mu/).
2Q 2020 HR
department
Internal norm on
onboarding process
adopted (document)
5 ONBOARDING:
orientation of new
employees: information
package for new
employees will be
prepared, offering written
Completed A brochure for employees called Your Guide to CEITEC MU was
issued in both Czech and English version (available at:
https://is.muni.cz/do/ceitec/new_employees_guide/). This document
describes all of the aspects of working at CEITEC MU. The brochure
is distributed to all new employees before they begin employment at
CEITEC MU, and is also available on the document server for all
1Q 2020 HR
department
Information
brochure for new
employees
prepared and
disseminated
(document); web
11
information on various
aspects of working at
CEITEC MU (incl.
practical information e. g.
on how to apply for
vacation, check-list for
newcomers, etc.)
current employees. The document is regularly updated. Moreover, a
special web portal that helps researchers with the orientation of the
administrative agenda and provides the contact information of
administrative support staff was launched (available at: http://adminmuni.ceitec.cz/en/).
In future, we aim to monitor how much are all
information sources used, and update them regularly.
portal for employees
launched
6 ONBOARDING:
orientation of new
employees: Launch of
new orientation system
(process) for new
employees
In progress The pilot for the onboarding process for new employees (adaptation
plans and interviews), based on the defined onboarding system will
be launched in 2021. Some aspects of the process have already
been implemented (e. g., distribution of the informational brochure
for new employees, called Your Guide to CEITEC MU, available at
https://is.muni.cz/do/ceitec/new_employees_guide/).
2Q 2021 HR
department
INDICATOR:
number of new
employees that
went through the
orientation
procedure;
TARGET: All
employees undergo
the orientation
procedure
7 ONBOARDING:
orientation of new
employees:
Work@CEITEC_MU
webpage will be
developed as part of
recruitment and
orientation process
Extended The structure and content of the new “Career” section of the
CEITEC MU website was prepared. This section will include open
vacancies, reasons to work at CEITEC MU, the benefits of working
in Brno, Czech Republic, information about the “Welcome Office” for
foreign employees, and how the recruitment procedure is organised
at CEITEC MU (this is linked to the new recruitment policy). In 3Q
2020, the graphic design of the webpage was prepared. The new
design and content will be implemented in 1Q 2021. This section will
be tested and controlled in 1–2Q 2021, and launched in 2Q 2021, at
the latest. Originally, the Work@CEITEC_MU webpage was not
planned as part of the general CEITEC website facelift. Merging
these two projects/activities together led to postponing the deadline
(from 2Q 2020 to 2Q 2021).
2Q 2021 Director’s
office
Work@
CEITEC_MU
website launched
12
8 ETHICS: TT strategy will
be internally discussed
and formulated
Completed In 2018, the CEITEC MU technology transfer strategy was
formulated and discussed with key scientists in the application
sphere at CEITEC MU. The technology transfer activities are
regularly reported to the management.
3Q 2018 Research and
innovations
support
department
TT strategy
formulated
(document)
9 ETHICS: a discussion at
the university level on the
university repository for
archiving outputs
produced by researchers
will be initiated
Completed The system of archiving research outputs at the university repository
at Masaryk University has been systematically discussed under the
recently established Open Science Advisory Board (OSAB). The
OSAB brings together representatives (experts) from all Masaryk
University faculties that have been meeting every month since
January 2020. More information is available here:
https://openscience.muni.cz/en. Further actions regarding the
university repository, that are (inter alia) derived from the work of the
OSAB, have been formulated in the updated 2021–2023 HR Award
action plan (see action no. 64).
4Q 2019 Scientific
secretary
Meeting minutes
10 OPEN ACCESS: ORION
project will cover all RRI
activities implemented in
the period of 2017–2021
at CEITEC MU.
Individual activities and
outcomes are not stated
here and will be
implemented in line with
the project plan.
In progress CEITEC MU fulfils Responsible Research and Innovation (RRI)
activities under the ORION project. CEITEC MU is the leader of
Work Package 2, and all deliverables related to it have been fulfilled
(i.e., an analysis of knowledge and practice about Open Science
and RRI, and the organisation of National Stakeholder Workshops
on Open Science in the Czech Republic). CEITEC MU also coorganised
a public dialogue on Open Science in the Czech Republic
(Work Package 3). The results of the ORION project were presented
at national and international events. The CEITEC MU Open Science
website (http://openscience.ceitec.cz/) was created, and news about
Open Science and RRI are regularly published in the CEITEC MU
monthly internal newsletter.
Additionally, CEITEC MU has a representative in the Citizen
Science Expert Committee under the ORION project.
The CEITEC MU representative is the coordinator for Open Access
for the science-technology-medicine fields at Masaryk University for
the university project on the topic of Open Access. This
representative is a member of the Open Science core team at
3Q 2021 Research and
innovations
support
department
Regular report on
Open Science
ORION web page;
internal newsletters
(Open Science
section)
13
Masaryk University and works on the revision of existing documents,
repository and data storage, and provides direct support for
research and administrative staff at Masaryk University. CEITEC
MU is active in Open Access initiatives, and trains researchers and
administrative staff on the topic of Open Science. Every year (since
2018), an analysis report is prepared on Open Access at CEITEC
MU, and includes a summary of activities on the topics of Open
Science and RRI.
11 ETHICS: relevant heads
of workplaces (research
groups, core facilities)
will determine a
responsible person for
each laboratory
Completed The laboratory managers have been appointed by the responsible
persons (i.e., group leaders and core facility heads). Regular
meetings of laboratory managers are organised. This platform of
laboratory managers shares all relevant information regarding the
operation of buildings and laboratories that have an impact on
research groups and the core facilities.
4Q 2019 Operations
department
Evidence of
laboratory
managers
established
(document)
12 EHITCS: the list of
responsible persons for
CEITEC MU laboratories
will be kept updated
Completed 3Q 2020 Operations
department
Evidence of
laboratory
managers is
updated regularly
(document)
13 IT POLICY: IT policy will
be adopted
Completed The IT policy was formulated by the IT committee (composed of
group leaders that were nominated by research centre heads, and
appointed by the director). The policy was discussed at the
Director’s Board meeting and approved by the director in 4Q 2019.
The document was published on the shared document server, and
is available to all employees. It focuses on the description of
standard IT support for workstations and data archives, the
operation of computer clusters and data warehouses, and an
overview of further IT development at CEITEC MU. Implementation
of the IT policy is supervised by the IT committee with the support of
the Operations department.
4Q 2019 Operations
department
IT policy adopted
(document)
14
14 IT POLICY: internal
promotion campaign will
be designed and
launched
Completed The promotion of the IT policy was carried out in the internal
newsletter (May 2020) that is distributed to all employees and PhD
students at the Institute. During an internal discussion, it was agreed
that the IT policy is particularly relevant for group leaders and core
facility heads. Each new group leader and core facility head will be
informed about the IT policy.
2Q 2020 Operations
department
IT policy published
on the document
server and
promoted in the
internal newsletter
15 IT POLICY: information
on IT policy will be
included in the
information package for
new employees
Completed During an internal discussion, it was agreed that the IT policy is
particularly relevant for group leaders and core facility heads. Each
new group leader and core facility head will be informed about the IT
policy. Information will be added to the adaptation (onboarding) plan
for group leaders and core facility heads (as planned in the 2021–
2023 HR Award action plan, see action no. 6).
2Q 2020 Operations
department
IT policy published
on the document
server and
promoted in the
internal newsletter
16 ETHICS: lab books will
be designed for group
leaders and distributed
centrally
Completed The laboratory books template has been designed and is accessible
to all researchers.
2Q 2019 Scientific
secretary
Lab books
templates designed
and disseminated
17 ETHICS: internal norm
on evidence and
archiving lab books will
be adopted
Completed The Director´s Measure on the acquisition and storage of records of
research activities at CEITEC MU has been developed, approved,
and adopted. The measure is accompanied by a guide to the
storage of laboratory records - laboratory books. Available at:
https://is.muni.cz/do/ceitec/uredni_deska/opatreni_reditele/research
_data_measure/
4Q 2020 Scientific
secretary
Internal norm on
evidence and
archiving lab books
adopted (document)
18 EVALUATION: annual
evaluation of group
leaders will be designed,
focusing on managerial
and supervisor
performance. The
Extended The proposal of the Leadership Policy and Practice document was
prepared by the HR Award Working Group. The document provides
general rules and describes the practical aspects of the evaluation
process. An internal discussion will be launched in 1Q 2021 (the
proposal of the evaluation system is to be discussed with the
director and deputy director for research), with an expected duration
2Q 2023 HR
department
INDICATORS:
Guidelines for group
leaders' regular
evaluation; number
of evaluation
meetings per year
15
evaluation will be closely
linked to training offered
for group leaders.
of the discussion at various forums until 4Q 2021. The pilot
evaluation will be implemented in 2021/2022. We expect an
assessment of the pilot test in 2022, and full implementation in 2Q
2023.
(held by director
with group leaders);
assessment report
on the pilot
evaluation
interviews with
group leaders;
TARGET:
all junior group
leaders are
evaluated as
managers/superviso
rs at least every two
years
19 RECRUITMENT: a new
recruitment policy will be
defined and adopted.
The recruitment policy
will clearly define
responsibilities and
expectations related to
the given position. Such
a policy will implement
OTM-R principles and
gender equality principles
(as already identified in
the institutional gender
equality plan). The policy
will also be published
online.
Completed The recruitment policy was an essential element of the
implementation of the HR Award in the reported period. The policy
was broadly discussed with group leaders, the Director’s Board (HR
Award Steering Committee), and the Scientific Board. The
recruitment policy was formally approved by the director in 4Q 2020.
The policy has been published on the institutional website here:
http://muni.ceitec.cz/en/hr-strategy-hrs4r/ (see bookmark
“Recruitment Policy” on the left side of the screen). Direct link to the
document:
https://is.muni.cz/do/ceitec/uredni_deska/politiky_a_koncepce/CEIT
EC-MU_Recruitment_Policy_Final_2020-11-24_Approved.pdf.
For the upcoming period, the HR Award action plan includes actions
related to implementation of the policy (see actions no. 22, 23, 56
and 57).
4Q 2020 Scientific
secretary
Recruitment policy
adopted (document)
20 RECRUITMENT: training
for committee members
Completed The training for recruitment committee members, in accordance with
the recruitment policy, was designed during 2Q 2020.
4Q 2020 Research and
innovations
INDICATORS:
number of training
sessions; number of
16
will be designed and
offered.
Training includes three parts, with a total time allowance of 15
hours. The first part is dedicated to a recruitment workshop, the
second part is focused on employee adaptation, and the third part is
focused on evaluation interviews. The training is mandatory for
group leaders, core facility heads, and the heads of administrative
departments. The recruitment policy formulates an obligation of all
committee members to be trained in the area of recruitment. In
2020, 21 people were trained in the area of recruitment practices by
means of intensive online training. Further, 28 employees will
receive the e-learning course in 1Q 2021. For new hiring managers
and members of recruitment committees, there are two options of
completing the training available – e-learning tool, or repetition of
the training in the future.
support
department
trained committee
members; TARGET:
all members of
recruitment
committees are
trained in the area
of recruitment best
practices
21 RECRUITMENT: all open
positions will be
advertised by the HR
department, based on
requirement of the group
leader and in line with
systemization of job
positions. This will be
included in the
recruitment policy.
Completed The requirement to always contact the HR department and to
advertise the open position is stated in the approved recruitment
policy. The formal obligation will be included in the Director’s
Measure on recruitment procedure (see action no. 56) too.
4Q 2020 HR
department
Recruitment rules
adopted
(document);
statistics on
recruitments
reported
22 RECRUITMENT: an
analysis of available and
efficient ways for
promotion of new
vacancies will be done to
provide researchers with
information on new ways
to advertise positions and
Extended The HR Department prepared a summary of platforms that are
currently used to advertise positions. An analysis of possible new
options, and of effectiveness of the currently used platforms, will be
prepared in the upcoming period (as part of the recruitment policy
implementation). Hiring managers will be thus offered a list of ways
for promotion of new vacancies, tailored to a particular position (e. g.
for postdocs, for technicians). We expect that this will contribute to
an increase of quantity and quality of candidates applying for any
open position at CEITEC MU.
2Q 2021 HR
department
List of available
ways for promotion
of new vacancies;
Statistics on
recruitment reported
17
reach more candidates
with increased quality
23 RECRUITMENT: all open
vacancy templates will be
updated, implementing
the new recruitment
policy and OTM-R
principles and principles
of gender-neutral
(gender-sensitive)
language
Extended Universal templates for advertising various positions (according to
the career system categories) were created in both Czech and
English, which include a frame of advertising with all of the stylistic
and informational requirements. The head of the workplace only fills
in the part that informs the applicant about the scope of work and
requirements that the candidate should meet. The templates were
reviewed for compliance with gender-sensitive language. The action
is to be completed after a final review by the HR Award Working
Group in 1Q 2021.
1Q 2021 HR
department
Updated templates
for research
positions
(documents)
24 RECRUITMENT: an
informal inquiries tool will
be promoted to be used
as a standard part of the
recruitment procedure,
esp. in senior positions
Completed All advertisements for senior level positions include a contact for
informal inquiries, who can provide the candidate with additional
information (e. g., working environment, available core facilities,
etc.). If the questions involve professional aspects, this person is
typically the deputy director for research or the deputy director for
research infrastructure. Candidates’ general questions are handled
by the HR department.
1Q 2020 HR
department
Updated templates
for research
positions
25 ALUMNI: an alumni
network will be
established and will
serve (not only) as a part
of recruitment strategy
Completed An alumni network was established in the form of LinkedIn and
Facebook community groups in December 2020. When the network
was established, the group of CEITEC MU alumni members had 11
former employees. Using social media, the Institute shares updates
on open vacancies, invitations to relevant events, and news about
research topics (e. g., projects, publications, awards, etc.). Alumni
members create a pool of potential speakers for CEITEC MU
events. In future, we expect further development and an extension
of active cooperation with alumni members.
4Q 2020 Director's
office
Alumni network
established; number
of alumni network
members
18
26 CAREER: a debate with
the rector’s office and
faculties will be initiated
regarding unification of
standards for CEITEC
PhD students
In progress The discussion on the unification of educational standards for
CEITEC PhD students was initiated by the vice-deans for research
of the Faculty of Medicine, the Faculty of Science, and the scientific
secretary of CEITEC MU. The discussion resulted in the formulation
of a memorandum on the cooperation on doctoral studies, which
declares the willingness of the faculties to discuss common
standards. In some aspects, the standards have already been
unified (e. g., requirements on mobility). We expect the signing of
the memorandum by all parties at the beginning of 2021. The
discussion will continue in the upcoming period, specifying particular
details of the memorandum implementation.
4Q 2022 Scientific
secretary
Memorandum on
the cooperation on
doctoral studies
signed
27 RECRUITMENT: an
analysis of available etools
for recruitment will
be prepared
Completed The aim to increase the usage of e-tools for the recruitment
procedure is stated in the recruitment policy. Many group leaders
commented on the recruitment policy positively, particularly because
it amplifies this issue. In 2020, Masaryk University launched a
working group on using an internal university information system for
the electronic organisation of the recruitment procedure, which
includes a collection of applications, an automatically generated list
of applicants, a long list and a short list of people invited for
interviews, and interview minutes (the basic structure). In 3Q 2020,
we started using the developed e-tool for collection of applications,
and managing the recruitment procedures.
4Q 2020 HR
department,
scientific
secretary
Based on the
prepared analysis a
new e-tool for
applications’
collection and
management of the
recruitment
procedure is in use
28 TRAINING: training for
recruitment committee
members, which will be
in line with stated
recruitment policy, will be
prepared and regularly
organized. The training
will also cover the area of
avoiding unconscious
bias during the
recruitment procedure.
Completed Group leaders, core facility heads, and heads of administrative
departments participated in extensive training on recruitment,
onboarding, evaluation, and leadership skills in November 2020
(see action no. 20). The training was online, due to the coronavirus
situation, and was divided into three workshops (15 hours of training
in total). The trainer prepared written background materials as well.
The feedback was collected, and its results will be used for
additional improvement in the area of training for recruitment
committee members and hiring managers.
4Q 2020 Research and
innovations
support
department
Training design
(document); number
of trainings; number
of trained people
19
29 CAREER: a career
system will be approved.
The career system will
clarify research career
track, life cycle of
research group, options
for career development,
etc.
Completed The CEITEC MU career system was developed, approved,
introduced to the community, and fully implemented. The document
outlines possible career tracks at CEITEC MU, individual career
development, and the life cycle of research group. Other relevant
HR documents were reviewed and adjusted to be in line with the
CEITEC MU’s career system. The career system is available at:
https://is.muni.cz/do/ceitec/uredni_deska/opatreni_reditele/opatreni_
reditele_2018_09_-_karierni_system/ Employees were informed
about the new career system by various means, including a seminar
for employees, discussion of PhD students with the director, internal
newsletter, article on web page, etc. However, we have some
indications showing that the awareness of the career system and
internal acceptance of the rules is not sufficient, which we want to
take into account for the following period, see action no. 70.
4Q 2018 Scientific
secretary
Internal norm Career
System
(document)
30 CAREER: focus groups
with early-stage career
researchers (PhD
students and postdocs)
will be held with the aim
to find reasons for being
dissatisfied with selected
aspects of their stay at
CEITEC MU
Completed Two focus groups (platforms) were established. The first group
composed of members of the PhD student community, and the
second group of postdocs. The platforms discussed topics such as
career paths, grant opportunities for postdocs, training and
development plans, technology transfer, and organisation of a
postdoc retreat. The number of participants varied from around 5 to
50, depending on the chosen topic. Communication with early-stage
researchers is ongoing, and is ensured by the strategy and science
department, which is responsible for the career development of this
group of researchers. Inputs by early-stage researchers were
presented to the management and used in following actions.
4Q 2018 Research and
innovations
support
department
Number of focus
groups established;
minutes from focus
groups meetings;
number of
attendees of focus
groups
31 WORK–LIFE BALANCE:
portal on work–lifebalance
will be launched
with the aim of raising
awareness, promoting
internal WLB policy of the
Institute and also
receiving feedback and
Completed The work–life balance portal was launched in June 2018
(http://muni.ceitec.cz/en/hr-strategy-hrs4r/, section “Work–Life
Balance”) as an informational source for all employees. The portal
includes basic information about the importance of proper work-life
balance, a formal institutional work–life balance policy, and two selfassessment
tools that are offered to employees, to be used during
annual interviews with Heads of workplaces. The portal was
promoted in the CEITEC MU monthly internal newsletter, at various
3Q 2018 Director's
office
WLB portal
launched
20
proposals from
employees
internal events for employees, and is promoted in the brochure for
new employees (Your Guide to CEITEC MU, available at
https://is.muni.cz/do/ceitec/new_employees_guide/). The agenda of
the work–life balance policy was formally handed over to the HR
department by an amendment to the Director’s Measure
Organisational Structure of CEITEC MU that defines an agenda of
all administrative departments.
32 STABILITY/SECURITY:
action plan aiming to
minimize perceived
instability by employees
will be formulated and
implemented. It should
cover activities such as:
a) employees will receive
information on type of
contract
(permanent/temporary)
and duration of their
assignment before they
enter CEITEC MU (to be
included in the
recruitment procedure).
Completed Information about the type of contract (i.e., fixed/indefinite period) is
part of the job offer that new employees receive before beginning
employment at CEITEC MU. Job offer templates have been created
so that this information is included in each job offer. When
something changes, the employee is informed in advance, and the
changes proposed by his/her supervisor are discussed with him/her.
In the case of termination of employment, the employee will receive
this information at least 3 months in advance.
2Q 2020 HR
department
Job offer template
(document);
% of employees
with temporary
contracts
(disaggregated by
position, gender)
33 STABILITY/SECURITY:
an action plan aiming to
minimize perceived
instability by employees
will be formulated and
implemented. It should
cover activities such as:
b) regular HR data
monitoring, which will
also include information
on permanent/temporary
Extended HR monitoring report was amended with new tables on share of
employees with fixed/indefinite contracts (disaggregated by position
category and gender). At the beginning of 2021, a report which
monitors the fixed/indefinite contracts for all employees in 2020 will
be prepared and presented to the management for the first time.
Furthermore, any changes in the length of contracts will be
monitored and evaluated, and if any discrepancies occur, processes
will be established to eliminate them.
1Q 2021 HR
department
% of employees
with temporary
contracts
(disaggregated by
position, gender)
21
contracts. Management
will evaluate share of
permanent/temporary
contracts.
34 STABILITY/SECURITY:
an action plan aiming to
minimize perceived
instability by employees
will be formulated and
implemented. It should
cover activities such as:
c) contracts will be
prolonged for longer than
a 1-year period, if this is
in line with project source
period.
Completed Changes in the length of employment contracts are the
responsibility of the heads of workplaces (group leaders, core facility
heads, heads of departments), who always evaluate the current
possibilities of setting up employment relationships and
communicate with employees in advance about how their contracts
will be concluded/changed. The career system provides information
on the usual/recommended length of the employment for each
position at CEITEC MU.
2Q 2020 HR
department
HR monitoring
reports
35 STABILITY/SECURITY:
an action plan aiming to
minimize perceived
instability by employees
will be formulated and
implemented. It should
cover activities such as:
d) all employees will be
informed if the contract is
prolonged or not at least
3 months before their
contract ends.
Completed Procedures and processes have been set within the HR department
to achieve this goal. The HR manager always communicates in
advance with the head of a workplace so that employees receive
information at least 3 months in advance.
2Q 2020 HR
department
Methodology
guidelines
(document); % of
employees with
temporary contracts
(disaggregated by
position, gender)
36 STABILITY/SECURITY:
an action plan aiming to
minimize perceived
instability by employees
will be formulated and
Completed Specific training and events for PhD students and postdocs are
organised in order to increase their employability and their
awareness of different career tracks inside and outside of academia.
Specific training based on the annual training calendar are
organised for PhD students and postdocs. Training topics are
2Q 2020 Research and
innovations
support
department
Number of
events/trainings for
PhD
students/postdocs;
22
implemented. It should
cover activities such as:
e) specific training and
events for PhD students
and postdocs will be
organized to increase
their employability and
their awareness of
different career tracks
inside and outside
academia.
determined based on regular meetings with postdocs and PhD
students, as well as on surveys regarding the needs of PhD
students and postdocs. Annual reports (i.e., the PhD School report,
postdocs’ platform report, and training report) that evaluate relevant
activities and action plans for the next period are regularly prepared
and forwarded to the management.
annual training
report
37 WAGE POLICY: a new
internal wage policy will
be adopted that will be in
line with the career
system
Extended This action was extended. Priority was given to completing actions
related to the recruitment policy and onboarding of new employees.
As the wage policy is a very delicate topic, we decided to allocate
more months to the action (mainly for internal debates within the
Institute).
2Q 2023 HR
department
Wage policy
adopted (document)
38 WAGE POLICY: analysis
of wage levels will be
prepared, including
gender pay gap analysis
Extended This action was extended. Priority was given to completing actions
related to the recruitment policy and onboarding of new employees.
This action is prerequisite for action no. 37, “New internal wage
policy.”
2Q 2022 HR
department
Analysis of wage
levels (document)
39 WAGE POLICY:
particularly in the group
of group leaders and
core facility heads,
transformation to the
system of contractual
salaries will be
considered
Extended This action will be included in the overall wage policy (see action no.
37).
2Q 2023 Director Wage policy
adopted (document)
40 GENDER EQUALITY:
CEITEC MU will continue
in implementation of the
In progress The 2016–2019 Gender Equality Plan (GEP) was completed (as
part of the H2020 project, “LIBRA”). A new GEP was formulated and
approved by the management for 2019–2020. For 2021–2023, a
third GEP will be prepared and formally approved. It will be
4Q 2022 Director's
office,
scientific
secretary, HR
Regular reporting of
the GEP
implementation;
monitoring of
23
2016-2019 Gender
Equality Plan. For 2019–
2023, new Gender
Equality Plan(s) will be
formulated [*Gender
Equality Plan]
incorporated as part of the HR Award action plan. “GEP actions” will
always be marked with the “GEP” code so that the gender equality
topic is not marginalised and “lost” in the overall HR agenda.
department
(GEP team)
genderdisaggregated
data
and their
assessment
24
41 GENDER EQUALITY:
specifically, for part of the
GEP, CEITEC MU will
continue in monitoring
the representation of
women in decisionmaking
and advisory
bodies at the Institute
and will always consider
the diversity of such
bodies [*Gender Equality
Plan]
Completed This action is being implemented on an ongoing basis. The annual
report 2018 was amended to also include statistics (including
development over time) on the representation of women in decisionmaking
and advisory bodies. A main success was reached in the
case of the CEITEC MU Scientific Board, in which the share of
women reached 30 % in 2020 (compared to 9 % in 2017, and 13 %
in 2018–2019). The representation of women in the management
has remained constant at 50 % (in the period of 2016–2020). On the
other hand, the representation of women in the Director’s Board has
decreased, with 27 % in 2017 and 2018, and 25 % in 2019 and
2020. Representation of female group leaders in advisory
committees is, unfortunately, still absent. For the next period of
2021–2024, new, specific actions will be formulated to address the
issue of the low representation of women in the Institute’s
committees.
4Q 2022 Director's
office
Monitoring
representation of
women in decisionmaking
and
advisory bodies; %
of women in
decision-making
and advisory bodies
25
42 CAREER: the career
system needs to address
the importance of
mobility experience.
Researcher mobility
requires an overall
analysis to define various
types of mobility, gather
quantitative and
qualitative data on most
common barriers for
mobility and focus on
questions of possible
budget evidence
centralization, definition
of expectations, etc.
Extended The career system defines the necessity of mobility for individual
positions (including the definition of the expected length of mobility).
Further discussions and actions must be taken to eliminate the
common barriers. The topic must be further developed in the future.
After the analysis is presented, we expect new actions to be added
to the HR Award action plan for the period 2022–2023.
2Q 2022 Scientific
secretary
Mobility analysis
(document);
monitoring mobility;
number of
researchers
(incoming
mobility/outgoing
mobility)
43 CAREER: options in
offering professional
career advice for
researchers in
cooperation with the MU
Career centre will be
explored (also based on
experience with pilot
cooperation in 2018
focused on people in
management positions in
the Administration
Section)
Completed The Masaryk University career centre is primarily focused on
bachelor’s and master’s students. Unfortunately, a joint discussion
did not lead to any agreements on cooperation by the university
career centre regarding professional career advice for researchers.
4Q 2019 Deputy
director for
admin.
matters
-
44 CAREER: after actions
no. 29, 43 and 53 are
accomplished, there
should be proper
Completed An analysis of different aspects of the career system was conducted
in order to identify possible weaknesses (from the practical, as well
as logical points of view) of the measure. The result was satisfying,
4Q 2019 Scientific
secretary
Assessment of the
career system
implementation
(document)
26
analysis and assessment
of new career system
and career development,
including amendment
proposals
and no adjustments were made. A system of annual control of
measures was set up to allow for adjustments, if necessary.
45 ETHICS: information on
complaints/appeals
system will be added to
information brochure for
new employees
Completed The informational brochure called Your Guide to CEITEC MU
(available at: https://is.muni.cz/do/ceitec/new_employees_guide/)
outlines how to proceed about complaints. This is described in the
Rector's Directive No. 3/2008 – Submitting and processing
complaints at MU.
2Q 2021 HR
department
Information
brochure for new
employees
(document)
46 CAREER: a postdoc
platform will be
established. An option of
having a representative
of the postdoc platform in
the Director’s Board will
be considered.
Completed The postdoc platform was created in 2018. Postdoc representatives
are regularly invited to the group leaders’ meetings. Group leaders’
meetings were assessed as more relevant than Director’s Board
meetings. Further, postdocs regularly organise meetings every
month. Topics are selected based on mutual agreement (some
topics are brought to the table by postdocs, and some by
management/administrative departments). Since 2019, postdocs
have been organising retreats as well.
3Q 2018 Research and
innovations
support
department
Postdoc platform
rules of
organisation;
number of postdoc
platform meetings;
postdoc retreats
organised annually
47 COMMUNICATION:
regular open meetings
promoting bottom-up
internal communication
and connecting different
groups of staff will be
launched
Completed In 2019, an exhaustive summary of all of the available ways that
different groups of staff can meet and interact together was
compiled (including ways that bottom-up internal communication is
supported). The analysis showed that each group of employees is
offered regular internal events, platforms, and tools that support
open communication. Internal communication will be monitored on a
regular basis (as part of the PR Report that is prepared annually).
Some new actions were formulated for the new HR Award action
plan based on the 2019 analysis (see actions no. 26, 51 and 61).
See news from 22. 5. 2019 here: http://muni.ceitec.cz/en/hr-award-
news/
2Q 2018 Director's
office
Analysis of bottomup
internal
communication and
connecting different
groups of staff
(document)
48 GOVERNANCE: group
leaders’ meetings will
regularly be held on
Completed Regular group leaders’ meetings are organised, and are chaired by
the director (approx. 3–5 times per year, with an average
participation rate of 60–70 % of all group leaders). Topics have
4Q 2019 Director’s
office
Number of group
leaders’ meetings
27
current topics and
challenges
included group leaders’ discussions on proposals of a new career
scheme, recruitment policy, internal budget rules, space allocation
policy, etc. Since 2019, group leaders have been receiving all of the
background materials to be discussed with the Director’s Board.
This procedural change has increased the awareness of group
leaders about the current agenda and offers a means to participate
(comment) in the institutional discussions. The number of group
leaders’ meetings and number of attendees is monitored and
reported on an annual basis to the management.
49 GOVERNANCE: Group
leaders will be supported
to participate in university
and Institute’s advisory
and control bodies
Completed At the institutional level, group leaders participate in advisory
committees (i.e., strategy, IT, and space allocation), in the Director’s
Board and the Scientific Board. At the university level, group leaders
are nominated to various working groups and committees that have
been established by the rector. Group leaders are encouraged to
participate in these bodies actively. In 2018, statement of
expectations policy for group leaders, which supports their active
participation in the university and institutional bodies, was
formulated. Their participation involves regular evaluation interviews
between the director and group leaders (evaluation of
managerial/leadership skills – see action no. 18).
4Q 2019 Director’s
office
Monitoring of the
participation of
group leaders in
advisory and control
bodies at institute
and university level
50 CAREER: specific
training for supervisors
will be designed and
launched to improve their
competence in
supervising people. The
training for supervisors
will be included into the
overall calendar of
training organized at
CEITEC MU.
Completed Specific training for supervisors was regularly organised and
evaluated (by collecting feedback from participants). A
comprehensive report is prepared annually and presented to the
management, which includes summary data on the number of
training events, the number of attendees, feedback, and proposed
future action points regarding training. Examples of training that was
organised: Leadership for Group Leaders (2018), Creativity in
Scientific Process and Collaboration (2019), MSCA-IF for
Supervisors (2019), SIY Leadership Training (2019), HR Leadership
Training for Hiring Managers (2020), etc. Employee training is a
continuous process and will be maintained in the future (as part of
action no. 53, “Training Calendar”).
4Q 2019 Research and
innovations
support
department
Number of training
sessions organized;
number of
attendees; feedback
on training
monitored; annual
training report
28
51 EVALUATION: a
procedure of annual
evaluation interviews will
be established. The
procedure will be in line
with the career system
and system of training
planning.
Extended The system of annual evaluation is closely linked to action no. 18 on
the evaluation of leadership skills of group leaders.
4Q 2022 Scientific
secretary
Director’s Measure
(or internal policy)
on employees’
annual evaluation
monitoring system;
number of
evaluations
52 REPORTING: monitoring
for the system of annual
evaluation interviews will
be designed and
launched
Extended There is a Director's Measure called On the Evaluation and
Rewarding Rules for CEITEC MU Employees. The evaluation
usually takes place in the form of an individual interview between
the employee and his/her supervisor (head of workplace). In the
upcoming period, a unified evaluation process for all CEITEC MU
employees will be established, which will be described by a
methodology. E-tools are currently being developed to be used in
this process.
4Q 2022 HR
department
Annual evaluation
monitoring system;
Number of
evaluations
53 TRAINING: for each
academic year, a training
calendar (plan of all
training) will be prepared,
based on available
grants and centralized
funding. Such a plan will
pay specific attention to
researchers at all
research career levels,
from PhD students to
group leaders. The
calendar will be also
prepared based on a
regular survey on needs
of PhD students and
postdocs. The calendar
Completed The training calendar is regularly prepared every year and is
published in the calendar on the CEITEC website. Each training is
also published in various communication channels (i.e., Facebook
PhD students and postdocs groups, CEITEC MU internal newsletter,
emails, etc.). The training topics are chosen based on surveys and
meetings with PhD students and postdocs. The training calendar
contains information about the target group(s) for each training
session.
Moreover, relevant trainings that are also organised externally or by
Masaryk University are promoted to relevant groups of researchers
and employees through internal newsletters, Facebook groups, and
by emails.
4Q 2022 Research and
innovations
support
department
Calendar of training;
surveys; feedback
forms; number of
trainings for PhD
students/postdocs/g
roup leaders
29
will also include a
recommended sequence
of training sessions.
54 REPORTING: HR
monitoring and reporting
system, including key
performance indicators
(KPI) and their target
values, is to be revised
with a focus on the HR
strategy and action plan
reporting
Extended Regular and standardised HR monitoring and reporting was
established in 2018 and extended in 2020. The report included data
on the number and structure of employees (organised by gender,
position, nationality, and contract status). Newly in 2020, data from
recruitment were included to show the size and structure of
applicants for open positions. The future analytical part and target
values are yet to be defined.
4Q 2022 Director’s
office
Reporting plan and
structure of reports
approved; reports to
the management
55 COOPERATION: raising
cooperation between
researchers and
administrative staff and
researchers’ involvement
in developing new
policies, norms, actions
through joint working
groups on specific topics
New In the previous period, we learned that the involvement of
researchers in HR Award implementation is essential. The narrow
view of management or administrative departments must be
widened by the view of researchers of all career stages. In the
upcoming three years, we want to focus more deeply and
systematically on communication and cooperation between
researchers, management and administrative support staff. The
action will be launched immediately and will continue permanently.
4Q 2023 Deputy
Director for
Administration
Number of working
groups; number of
researchers
involved in the
working groups
56 RECRUITMENT: update
of the Director’s Measure
No. 5/2016 Rules of
Tenders for Employee
Recruitment
New In 2020, the Institute successfully adopted the recruitment policy
(OTM-R policy) – see action no. 19. As a next step, the internal
binding norm will be amended to incorporate the policy, specifying
particular responsibilities, procedures, quality standards, etc.
2Q 2021 HR
department
Director’s Measure
on recruitment
57 RECRUITMENT:
assessment of the
recruitment policy
implementation
New In 2020, the recruitment policy was issued. In 2021, implementation
of the policy has been launched. We want to assess how the policy
and related Director’s Measure are being implemented and if there
is a need for its amendment. This will be done on the basis of
evaluation the data from 2021 and 2022 as we track the information
2Q 2023 HR
department
Report on
recruitment policy
implementation
30
on recruitment and qualitative assessment. The assessment will be
used to formulate the following HR Award action plan in 2023.
58 TRAINING: evidence of
employee training will be
established and used for
career development
New During our work on the improvement of career development of our
employees, we identified a need to have evidence of employee
training records (including those from the previous
employment/studies). This would help all group leaders and heads
of worksites to define and plan future career development together
with employees (mostly with early-stage career researchers). We
want to establish a system of tracking and recording the completed
trainings of all employees and provide heads of worksites with the
evidence.
1Q 2022 HR
department
Set and implement
the system of
evidence of training
59 TRAINING: Leaders
Training Academy
New We want to continue in providing group leaders (as heads of
worksites and hiring managers) with the means of further
development, offering them various types of training opportunities.
Successful cooperation with group leaders is essential in our effort
to implement new HR policies, and to change internal culture in a
desired way. For part of this strategy, we want to define a training
plan for new group leaders and core facility heads to help them
become good managers, leaders and supervisors. The action is part
of a general system of training at the Institute.
1Q 2023 HR
department
Training plan for
leaders; number of
leaders that
participated in the
academy
60 CAREER: support of
networking opportunities
(incl. mini teambuilding
activities)
New We want to connect the administration with scientists more and
show that all work at CEITEC MU makes sense and that we all
create one whole that pulls together. We want to prepare activities
and events to connect people from different departments of CEITEC
MU.
4Q 2022 Communicatio
n department
Number of activities;
number of events;
number of
participants; number
of teambuilding
outcomes
61 WORKING
ENVIRONMENT: “ideas
catcher” – support of
bottom-up
communication through
collection and
New Further improving bottom-up communication (see action no. 47), we
want to start systematically collecting the ideas of our employees
and ask them what will make them happy at CEITEC MU. As the
priorities of the management and of employees can be different, and
as there is a limited capacity (both financial and personnel capacity),
1Q 2023 Communicatio
n department
Number of
registered ideas;
number of
implemented ideas
31
assessment of
employees’ ideas.
we want to give employees an opportunity to choose the best ideas
that will be selected for priority implementation.
62 CAREER: mentoring
system will be specified,
promoted and supported
New Following the adoption of the career system that defines mentoring
as one of career development approaches/tools: “The Institute also
supports establishment of further relations between the mentor and
the mentee. In the case of PhD students, mentoring is also provided
by the supervisor and the student ombudsman of the PhD School.”
(see action no. 29), we want to set up a mentoring programme at
CEITEC MU that will help researchers in their career development.
We need to define how mentoring will be organised/supported and
implemented.
4Q 2022 Research and
innovations
support
department
Implementation/
action plan for
mentoring; number
of mentor/mentee
relationships
established (number
of mentors, number
of mentees)
63 CAREER: a pilot industry
PhD programme will be
designed
New There was long-term discussion (at the level of management, at the
forum with group leaders, etc.) about adding a new PhD programme
that will bring together CEITEC MU research with industry. A
consensus has been reached on the positive aspects of such a PhD
programme. We want to develop and launch a pilot industry PhD
programme and support intersectional cooperation.
4Q 2022 Research and
innovations
support
department
Industry PhD
programme
established; number
of PhD students in
industry PhD
programme
64 ETHICS: Open Science
approach will be further
strengthened and unified
New The Institute is involved in several projects and initiatives that aim to
support open access principles (e. g. ORION project – see action
no. 10, Masaryk University Working Group, etc.). At the university
level an Open Science strategy is being prepared and CEITEC MU
is actively participating. In the following period, we will implement
the strategy. The experience from the ORION project (see action no.
10) will be very useful. The effective support of Open Science for
researchers will be established as well as training in Open Science
for increasing awareness on Open Science topics. We will focus
primarily on open access and open data. Following action no. 9, we
were able to describe the current situation and define researchers’
and Institute’s needs in the area of repository for research data. We
aim to establish the systematic support of repository services for
researchers and an increase of green OA publications.
4Q 2022 Research and
innovations
support
department
Number of open
science focused
events;
number/share of OA
publications; annual
report on open
science; number of
publications in the
repository
32
65 CAREER: support for
mobility of early-stage
researchers: increase of
mobility of early-stage
researchers through
improvement of
administration support
and information service
New Following the outcomes of the action no. 42, we aim to improve the
mobility for incoming as well as outgoing early-stage researchers. In
the case of internships, we would like to prepare and update the
guideline with all the possibilities of different types of internships for
incoming as well as outgoing junior researchers (improving
information service to researchers).
3Q 2023 Research and
innovations
support
department
Guideline for
researchers about
mobility options
(incoming/outgoing);
number of incoming
and outgoing
researchers
66 GENDER EQUALITY:
communication: gendersensitive
communication
policy will be defined and
disseminated [*Gender
Equality Plan]
New In the previous phase, for part of the 2016–2019 Gender Equality
Plan, CEITEC MU performed an overall analysis of website
presentation and information brochures about the Institute from the
perspective of using gender-sensitive communication. Results of the
external analysis were used for the amendment of all channels of
external and internal communication. PR specialists underwent
training with an external expert as well. For the upcoming period, we
want to define an institutional gender-sensitive communication
policy that will serve not only a PR and communication specialist,
but all employees of the Institute (e. g. grant officers while writing
grant applications, HR managers while communicating with
employees and with candidates for a position, etc.). Following the
policy formulation, a workshop for employees on gender-sensitive
communication principles will be organised.
4Q 2021 Director’s
office
INDICATORS:
gender-sensitive
communication
policy (document);
workshop for
employees on
gender sensitive
communication;
number of
participants of the
workshop on gender
sensitive
communication;
TARGET:
30 employees will
participate in the
workshop
67 WORKING
CONDITIONS: system of
feedback (from
employees leaving the
Institute) collection and
analysis will be
New Feedback from employees leaving the Institute could provide us with
valuable information, as these persons tend to be more frank and
open. We will launch a system of feedback collection and analysis of
received information. Data from exit interviews and questionnaires
will provide us with some ideas of what can be done better and
whether there are any problems in any field. Data from this will be
evaluated regularly and further worked with. Particularly, we will
combine a system of a personal exit interview (HR manager with a
1Q 2022 HR
department
Design of exit
interview and exit
questionnaire;
number of exit
interviews
completed; number
of exit
questionnaires filled
33
established (exit
interview/questionnaire)
leaving employee) and anonymous exit questionnaire. An employee
will have the choice which variant she/he will use.
in; methodology on
exit
interviews/questionn
aires; analysis of
exit
interviews/questionn
aires (annual basis)
68 GENDER EQUALITY:
addressing a sexual
harassment and bullying
in research environment
[*Gender Equality Plan]
New A 2018 report by the National Academies of Sciences
(https://www.ncbi.nlm.nih.gov/books/NBK507206/) found that sexual
harassment is the most common form of bullying and harassment in
scientific research settings, and that gender harassment is the most
common form of sexual harassment in these situations. Together
with our partners in the EU-LIFE consortium (Working Group on
Gender Equality), we plan to improve the existing policy/system in
place, including preparation of practise guidelines on how to
address bullying and harassment. We want (1) to clarify the
definition of gender harassment, (2) detail what can be done to raise
awareness and prevent its occurrence, and (3) assess how the
Institute can effectively respond to stop this type of harassment, as
well as any other type of harassment, under the particularly
challenging circumstances (high dependence on academic mentor
and project for career success) that trainees and junior faculty in
academic research institutes face when being bullied or harassed by
a colleague.
1Q 2022 Director’s
Office
Guidelines on how
to address bullying
and sexual
harassment; update
of
Work@CEITEC_M
U (sexual
harassment and
bullying section);
update of
information
brochure for new
employees (sexual
harassment and
bullying topic);
analysis and action
plan (sexual
harassment and
bullying topic);
training for
employees on
sexual harassment
and bullying
designed; number
of employees
trained in the area
of sexual
34
harassment and
bullying
69 ALUMNI: alumni network
ambassador/coordinator
appointment and
formulation of long-term
strategy and action plan
for the alumni network
New The alumni network is a complex agenda that relates to scientific
collaboration/network, HR management (HR department), scientific
events (Communications department), mentoring system (Research
and innovations support department), etc. For that reason we want
to appoint an alumni network ambassador/coordinator whose
mission will be the formulation of a long-term strategy for the alumni
network, moderation of discussion of all involved departments,
formulation of annual action plans and reporting.
4Q 2023 Scientific
secretary
Alumni network
coordinator
appointed; number
of alumni members;
alumni network
strategy/conception;
annual action
plan/annual report
on alumni network
70 COMMUNICATION: HR
Award communication
strategy and plan will be
prepared and
implemented in the
period of 2021–2023
New In the previous period, we learned that effective communication with
researchers as a HR Award target group is essential, but sometimes
underestimated. In the upcoming three years, we want to focus on
communication of the HR Award related topics. We aim to explain
WHAT will be done and WHY, HOW and WHEN it will be done as
part of the HR Award procedure. A communications lead will
prepare a communication strategy and plan for the HR Award
actions (to be part of the overall PR strategy and action plans). The
HR Award strategy and first plan will be prepared by 2Q 2021 and
will be updated on an annual basis.
4Q 2023 Director’s
office
(communicati
ons lead)
HR Award
communication plan
for 2021–2023
formulated and
implemented
71 COMMUNICATION:
gathering employees’
feedback on four areas of
the Charter and Code
New In order to receive feedback from employees, we will design and
implement staff survey. The survey will cover all areas of the
Charter and Code and will be a major input for the next period of the
HR Award renewal process and amendment of the HR Award action
plan.
2Q 2023 Director’s
office
Staff survey
designed and
implemented;
analysis of staff
survey
35