1
HR Excellence in
Research:
HR Strategy and HR Action
Plan
2
Version 2018-07-02
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
Submission date 3rd
July 2018
Web link to published
version of
organisation’s HR
Strategy and Action
Plan
http://muni.ceitec.cz/en/ (official web site of the Institute)
http://muni.ceitec.cz/en/hr-strategy-hrs4r/ (a section of the Institutional web site
dedicated to the HR Strategy)
Editor E. Handlířová, Head of Director’s Office
Authors J. Nantl, CEITEC MU Director
E. Handlířová, Head of Director’s Office
Internal consultants M. Pokorná, Deputy Director for Administrative Matters
N. Kostlánová, Scientific Secretary
K. Ornerová, Head of Strategy and Science Department
A. Dvořáková, Head of HR Department
M. Marcolla, Secretary
A. Valterová, Head of Grant Administration Dept.
L. Čoček, Head of Grant Office
J. Šilarová, PR Manager
D. Huňková, Head of Finance Dept.
R. Gnida, Head of Operations Dept.
External consultants M. Lein, HR Director, VIB
E. Kupsová, Consultant in R&D
Steering Committee
(in alphabetical order)
J. Fajkus, Head of Mendel Centre for Plant Genomics and Proteomics, Group
Leader
J. Humlíček, Head of Centre for Advanced Nanotechnology and
Microtechnology, Group Leader
K. Kubíček, Senior Researcher, CEITEC MU Senator
Š. Pospíšilová, Head of Molecular Medicine Centre, Group Leader
I. Rektor, Head of Neuroscience Centre, 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
Content ......................................................................................................................................... 3
1. Introduction............................................................................................................................. 4
2. Organisational information ................................................................................................... 5
3. HR Strategy AND ACTION PLAN OVERVIEW...................................................................... 7
I. Recruitment and onboarding.......................................................................................... 9
II. Career system, supervision and training............................................................................ 9
III. Working conditions ..........................................................................................................10
IV. Cultivation of internal culture and governance................................................................11
V. Diversity, internationalization and gender equality ..........................................................11
4. Narrative................................................................................................................................12
5. Action plan (2018-2022) .......................................................................................................14
6. Implementation.....................................................................................................................35
4
1. INTRODUCTION
Since its establishment, the Central European Institute of Technology at Masaryk University (CEITEC
MU) has considered people the most important factor for building a successful research centre
and carrying out high-quality research. Having top end infrastructure, modern premises and fair
budget allocation means nothing without quality people and their input.
Constantly looking for improvements in HR management and development, CEITEC MU presents this
HR Strategy and Action Plan, implementing the principles of the European Charter for
Researchers and the Code of Conduct for the Recruitment of Researchers.
The HR Strategy aims to bring significant progress in the institute’s HR management in research by
implementing modern HR principles suitable for the academic environment and complying with the
European Charter and Code.
All research and core facility staff constitute the target group for the HR Strategy and Action
Plan. All researchers are addressed by the HR Strategy and Action Plan according to the level of their
seniority since each stage of a research career requires a tailored approach, having different needs and
facing different challenges. We believe that implementing the Action Plan will, moreover, also bring a
positive effect to non-research employees through cultivating the institute’s culture and improving the
overall working conditions.
The HR Strategy is based on the Strategic Plan of CEITEC MU up to 2020 (also: Strategy 2020) and
further develops and specifies institute’s strategic priorities and the vision. The consecutive Action Plan
consists of concrete steps (Actions) to be taken to reach the pre-set targets. The Action Plan specifies
priorities and actions for the upcoming 5 years (2018-2022) with self-evaluation (2020) and
external review (2022) as components of their implementation.
CEITEC MU VISION (2020) STRATEGIC PRIORITIES
CEITEC MU wants to be:
 An internationally recognised research institute in
life sciences with links to material science
 One scientific community bridging disciplinary
boundaries
 A role model for a university research institute in
the Czech and Central European context
 A source of inspiration and innovation to the
university, a driver of internationalisation of the
university
 An institute with the open, international, fair and
friendly environment
1. Strong institutional profile
2. Leadership in science
3. Excellent working environment
4. Sustainable and efficient institute with good
governance
5. Strong community open to its environment
Strategy 2020 HR Strategy HR Action Plan
5
2. ORGANISATIONAL INFORMATION
STAFF & STUDENTS FTE (2017) %
Total researchers = staff, fellowship holders, bursary holders,
PhD. students either full-time or part-time involved in research
281 100
Of whom are international (i.e. foreign nationality) 103,3 36,8
Of whom are externally funded (i.e. for whom the organisation is
host organisation)
391
(HC) Of
whom are women 117,9 42,0
Of whom are stage R3 or R4 = Researchers with a large degree
of autonomy, typically holding the status of Principal Investigator
or Professor.
31,8 11,3
Of whom are stage R2 = in most organisations corresponding with
the postdoctoral level
72,1 25,7
Of whom are stage R1 = in most organisations corresponding with
the doctoral level
91,3 32,5
Of whom are “Staff scientist” (R1, R2, R3)2
84,0 29,9
Total number of students (if relevant) 26 / 3053
(HC) Total
number of staff (including management, administrative,
teaching and research staff)
382 RESEARCH
FUNDING (figures for the most recent fiscal year) € (2017)
Total annual organisational budget 23 370 588
Annual organisational direct government funding (designated for research) 4 439 216
Annual competitive government-sourced funding (designated for research, obtained in
competition with other organisations – including EU funding)
18 583 740
Annual funding from private, non-government sources, designated for research 347 633
1 Number of researchers having internship at CEITEC MU in 2017 (an agreement on internship is closed
between researcher and CEITEC MU with no payment by CEITEC MU). These researchers are not
employed at CEITEC MU and therefore they are not included in the total number of employees.
2 Current classification of positions at CEITEC MU does not allows us to differentiate „Staff scientists“
into R1, R2 or R3 stage. Staff scientists at CEITEC MU now create heterogeneous group of senior
researchers and junior researchers (incl. without PhD). This will be reformed with the new career system
(see action 2-E) that distinguish junior staff scientist (R1 and R2) and senior staff scientist (R3).
3 29 PhD students in CEITEC PhD School - Life Sciences program / 305 are all MU PhD students
supervised by CEITEC supervisors.
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ORGANISATIONAL PROFILE (a very brief description of your organisation, max. 100
words)
The Central European Institute of Technology – Masaryk University (CEITEC MU) is an independent
university institute, which was established at Masaryk University as part of the CEITEC Consortium. CEITEC
MU is a key part of the state-of-the-art research infrastructure that was built in 2014 at the University Campus
in Brno–Bohunice and provides top equipment and optimal conditions for basic and applied research,
especially in the field of life sciences. The institute is organized in 5 research centres and 37 research groups.
Please refer to the Gap Analysis (Introduction) for a detailed profile of the institute.
7
3. HR STRATEGY AND ACTION PLAN
OVERVIEW
In the Strategy 2020, CEITEC MU publicly expressed its commitment to ensuring an excellent
working environment for researchers and other employees at the centre, providing them with
good governance and promoting a strong and open community. CEITEC MU aims to become
a “first-choice” employer with emphasis on diversity and transparency principles.
The HR Strategy and Action Plan want to pay attention to the whole “employment-cycle” of a researcher,
including recruitment, onboarding, career development and finally the exit from the institute. When
researchers leave the institute, they should, as alumni, be the ambassadors of CEITEC in leading
research institutes or in another research-related sphere organizations.
Institutional management and policies have traditionally been weak in the Czech research environment.
The HR Strategy and Action Plan are therefore designed to fully assume the role of the research
institution to provide a transparent and fair framework for researchers to pursue their career path. This
document aims to transform the perception of a desirable career path in academia in the Czech
research environment. In the past, inbreeding was practised on a regular basis (often even viewed
positively across national research community), and it remains to be rooted in the Czech research
environment. The formulated transformation, therefore, starts by changing the career system and
continues with the announced reform and update of the recruitment policy following the OTM-R
principles.
On the other hand, it is also important to offer a stable and predictable working environment. Considering
the specific nature of research positions being dependent on mobility requirements (in many cases),
CEITEC MU hereby stands for offering career development and training opportunities that will increase
of researchers’ employability within and outside Masaryk University.
The HR Strategy considers an internal culture and the institute’s governance as important aspects of
employees’ satisfaction and level of their integrity with the institute’s goals and initiatives.
Last but not least, gender balance, equal opportunities and diversity management play an important role
in the modern HR policies of research institutes such as CEITEC MU. Particularly in this area, structural
barriers that affect many researchers’ career development must be addressed by structural and cultural
changes through active participation and involvement of the researchers.
The HR Strategy and Action Plan are broken into the following area:
I. Recruitment and onboarding
II. Career system, supervision and training
III. Working conditions
IV. Cultivation of internal culture and governance
V. Diversity, internationalization and gender equality
8
Individual Action Plan actions are classified into these categories:
D – Development
F – Formalization (Institutionalization)
C – Communication
I – Implementation
9
I. Recruitment and onboarding
Considering the fact that most research positions have a limited duration, and the researchers are
expected to be mobile, there is a high rotation of researchers. This means that as a research institute,
you have to recruit new people almost continuously. This requires a lot of time and energy from the
institute. CEITEC MU aims to become a “first-choice” employer for PhD students, postdocs and
(junior) group leaders.
Recruitment of new people also requires an effective onboarding. It is crucial that new employees are
well informed about their new working environment right from the start, that they are properly introduced
and have sufficient knowledge of what is expected from them. Proper onboarding will lead to better
identification with the institute, its priorities and culture.
Targets:
1. Number of applicants per vacant position opened to be increased and comparable to other
EU-life institutes.
2. Instalment of a modern recruitment policy that implements the OTM-R principles, thereby
clarifying the role of the HR Department and the group leaders and the service that is being
offered to the group leader.
3. People participating in selection procedures are to be properly trained.
4. Administrative burden to be minimized, handled by the HR Department and e-recruitment
tools to be used.
5. Onboarding of new employees to be standardized and provided by a direct superior in
cooperation with the HR Department.
6. Work@CEITEC website to be launched and regularly updated, providing necessary
information for candidates, new employees and current staff about the recruitment process
and all important aspects of working at CEITEC MU.
II. Career system, supervision and training
All people in the institute should be well informed about the career progression they will be subject to.
Ideally, all postdocs and PhD students should know right from the start, how many years they will be
granted to do their research project within CEITEC MU. Also, the institute should ensure high-quality
supervision, but at the same time, the supervisors should be able to get quality training in leadership
and coaching. CEITEC MU wishes to offer a research career consisting of great science, well-balanced
coaching and last but not least training in a diversity of fields: science, transferable skills, leadership and
other relevant competencies. The institute’s goal is to increase the employability of the researchers and
to offer a good start for the continuation of their career outside CEITEC MU (mainly postdocs and PhD
students).
10
Targets:
1. CEITEC MU to offer a transparent system for research, technician and non-research positions
and a clearly defined career track that eliminates inbreeding and supports mobility as much as
possible (the career system).
2. Researchers at CEITEC MU to benefit from a complex career development system, including
training according to the stage in their career and mentoring. As a consequence, their
employability both inside and outside the academia will be increased during their stay at
CEITEC MU.
3. Supervisors at CEITEC MU will provide quality feedback and development to their team
members. To enable them to do so, they will be offered professional training in supervisor and
managerial competencies.
III. Working conditions
CEITEC MU wishes to offer a research environment that is transparent, clear to everyone and with
fair and stable working conditions. All researchers can rely on the professional administrative support
so that they can devote most of their time to their research projects. “Stable working conditions” do not
mean open-ended contracts, but a situation where employees know what they can expect in terms of
duration of the contract, salaries, benefits and social security.
Targets:
1. CEITEC MU to actively reduce perceived research position instability through proper
information, clarity and working condition adjustments (while taking research environment
specifics, such as requirements for mobility, transitional characteristics of postdoc position,
etc.).
2. Working conditions to be unified, meaning that the same rules to be applicable to everyone.
3. Researchers to receive professional and standardized support from the administration staff.
The administrative burden to be minimized to a necessary level, but always with respect to
institutional, national and EU rules and regulations.
4. Working environment and conditions to be designed with respect to all institute employees’
work-life balance. The Work-Life Balance policy is regularly reviewed and updated based on
two-way communication between the management (superiors) and employees.
11
IV. Cultivation of internal culture and governance
An Institute’s culture is the total sum of the values, customs, traditions, and meanings that make
an institute unique. It cannot be formalized and ordered to be implemented. The management and
managerial staff’s role is important in “being a good example” and implementing those values supported
by the management and that are written in the Strategy 2020.
Targets:
1. Group leaders to play active and wider role in the institute life, management and strategic
direction of the institute. They participate in consultations and decision-making process.
2. Junior researchers to be provided by means how to represent their group interests and
formulate their needs and propose new initiatives to the management.
3. CEITEC MU will establish alumni network that will be a part of overall employment cycle and
will be used as an enabler to networking and as a part of branding strategy of the institute.
V. Diversity, internationalization and gender equality
In order to attract and retain the best talents, diversity management with a focus on equal
opportunities should be further maintained and developed. CEITEC MU has already established a
variety of tools and activities supporting equal opportunities as part of the Gender Equality Plan4 and is
therefore on a good track (e.g. monitoring of gender-disaggregated data, gender mainstreaming of
internal policies and rules, formulation of institutional work-life balance policy). However, changing such
complex conditions needs time and needs to be implemented with a long-term perspective. CEITEC MU
aims to be known as good employer supporting diversity and equal opportunities.
Targets:
1. Diversity management with a focus on equal opportunities and internationalizing the institute’s
staff to be implemented on an ongoing basis as a standard part of the institute’s management
and development.
2. The proportion of women researchers in senior positions to be increased5 and be regularly
evaluated.
3. The proportion of international staff to be increased to 40-45 % in 2022.
4. Gender mainstreaming to be implemented as standard procedure at all levels and areas of the
institute’s operation and management.
5. Standardized and regular reporting to the management always to include genderdisaggregated
data.
4 The Gender Equality Plan is available at: https://is.muni.cz/do/ceitec/strategy/GEP/?lang=en
5 Measures implemented in order to support women researchers in senior positions are very complex,
requiring structural, cultural changes and efforts. There are many aspects out of the scope of each
individual employer (e.g. total number of women in research, number of BA and MA students in life
sciences). For this reason, we do not state a target value for the proportion of female group leaders.
12
4. NARRATIVE
The SWOT Analysis below summarized input from the general CEITEC MU SWOT analysis from 2018
and the HR Excellence in Research Gap Analysis results from the same year. Please address the Gap
Analysis (Annex 1) for more details on strengths and weaknesses, including categorisation according
to the four thematic areas of the Charter and Code.
Strengths Weaknesses
Strong institutional profile
 Research environment supporting networking
 Strong institutional culture supporting lifelong
learning and work-life balance with many
educational and social events
 Ethical principles, research freedom,
accountability, non-discrimination embedded
in institute’s culture
 Well established CEITEC brand in the Czech
Republic
Science and research support
 PhD school operating in line with European
standards (English language, expat support)
 Training for junior researchers
 State of the art infrastructure including welltrained
lab technicians
 Fair internal assessment and transparent
bonus system according to European
standards
 The system of external evaluation and peer
review
 Proper lab management (incl. health and
safety management)
Working conditions and governance
 Strategically thinking management
 Gender Equality Plan in place
 Well-functioning administration departments
 Working environment based on open
communication
 Work-life balance (flexi-time, part-time
contracts)
 Strong in personnel administration (legal
requirements)
 English speaking (international) working
environment
 Strong internal communication
 Expat integration support
Science and research support
 Unclear career track
 Missing synergic training planning and
organization
 Training for group leaders
 Unclear future of PhD school
 Missing career development conception
 Relatively weak institutional collaboration
 Weak support for technology transfer
 Low attractiveness for senior researchers
 International visibility of Research
Programmes
Working conditions and governance
 Unification of working conditions still not
finished (wage policy, PhD students having
different conditions, etc.)
 Low partnership with researchers on
senior/management positions (one-way
communication)
 Weak cooperation and partnership between
group leaders and HR Department in the
recruitment process
 Limitations due to project funding
 Obsolete reporting system
 The administrative burden in the area of
personnel administration
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Opportunities Threats
Science and research support
 Visible international PhD school
 Researchers career model supporting
international mobility and excellence
 Diversity management
 Support for Technology Transfer (good
practices, stimulating environment,
incentives)
 The openness of Czech citizens towards
science progress
Working conditions and governance
 Internal culture with group leaders in which
group leaders play wider role
 Transition from “administration-driven”
culture to “researchers and management
driven” culture
 Modernization of internal rules + procedures
 Formalization of current good practices
(institutionalization)
 Better reporting -> better planning/decisions
-> increase of effectivity
 Key player in central, east Europe
(employer) & Alliance4Life
Financial planning and sustainability
 The unpredictability of future financing
(nationally)
Working conditions and governance
 Conditions of projects
 Rigid environment <-> project funding of
salaries
 Pressure to reduce administrative costs ->
low capacity
 Unclear conditions 2020+ (structure, size,
budget)
Sources: General SWOT analysis of the CEITEC MU (2018); HR Award Gap Analysis of the CEITEC
MU (2018)
14
5. ACTION PLAN (2018-2022)
Category /
Principle(s)
Gap (No. / Description)
Title action6
(code and description)
Type of
action7
Timing (at least
by year’s
quarter/semester)
Responsible
Unit
Indicator(s) /
Target(s)
Ethical and
professional
aspects
3, 6
1.1
There are some areas where
CEITEC MU should develop
new measures to address
issues such as data
anonymization, data
management, data
manipulation (also relevant to
principle no. 7 Good practice in
research). The accountability of
the institution in research will
require developing and
adopting internal policies on
auditing data and processes
leading to output release.
“Although failures in data
manipulation, fabrication or any
other kind of misconduct have
never been identified, the
research environment at
CEITEC MU is not fully
monitored and such a system
may be more prone to induce
1-A
(Open) Data Management
Policy is to be developed
and implemented
D
F
I+C
IV./2020
II./2021
IV./2021
Scientific
Secretary
(Open) Data Policy
(document)
1-B
Preparation for and
implementation of new
GDPR rules (the perspective
of research groups and
facilities)
D
I
I./2018
I-IV./2018
Operations
Dept.
Internal rules of
GDPR (document)
6
High priority actions are highlighted in turquois colour.
7
D (development), F (formalisation), C (communication), I (implementation)
15
false researcher behaviour.” K.
Říha, Deputy Director for
Research
CEITEC MU should develop
new measures to address
issues such as data
anonymization, data
management, data
manipulation (also relevant to
the principle no. 3 “Professional
responsibility”). The research
environment at CEITEC MU is
not fully monitored and such
a system may be more prone
to induce false researcher
behaviour. The institution’s
accountability in research will
require developing and
adopting internal policies on
auditing data and processes
leading to outputs release.
Ethical and
professional
aspects
4
1.2
A gap can, however, be
identified in missing
formalization /
institutionalization of current
good practice and quality
services of the Grant Office and
the Department for Project
Administration. CEITEC MU
lacks an internal norm on
proper preparation and
implementation of
grants/projects and
subsequent project
sustainability, including
standardizing the project
1-C
Director’s Measure on
Project Preparation,
Implementation and
Sustainability will be adopted
F
I
IV./2018
I./2019
Grants
Administration
Dept., Grant
Office
Internal norm
Annual assessment
of the operation
(incl. decision on
the update of the
rules)
16
support team’s personnel
structure (such as availability
of administrator, finance
manager, project manager,
etc.). This issue is to be
addressed in the Action Plan.
Ethical and
professional
aspects
5
1.3
A gap was identified in
missing a formal orientation
process that needs to be
defined and implemented. So
far, the quality and extent of the
orientation process has been
related to the quality and
responsibility of the superior
(head of workplace). The
orientation process should
involve all steps needed for
proper orientation of an
employee and should involve
not only a representative of the
HR Department but also the
new employee’s direct superior.
The goal is to create a
standardized orientation plan
to reflect the needs of the
position and the department.
1-D
ORIENTATION OF NEW
EMPLOYEES
a) System of new
employees’ orientation
will be defined,
combining role of head of
workplace and HR
representative.
b) Information package for
new employees will be
prepared, offering written
information on various
aspects of working at
CEITEC (incl. practical
information e.g. on how
to apply for vacation,
check-list for newcomers,
etc.).
c) Launch of new
orientation system
(process) for new
employees.
d) Work@CEITEC_MU
webpage will be
developed as a part of
recruitment and
orientation process.
D
D, C
C, O
D
II./2020
II./2019
I./2021
II./2020
HR Dept.
Internal guidelines
on orientation
process (document)
Information
brochure for new
employees
(document)
Work@
CEITEC_MU
website (quasi-
document)
Number of new
employees that
went through the
orientation process
Feedback form /
Satisfaction level
Ethical and
professional
aspects
1.4
Another gap was identified in
the lack of awareness about
1-E
D III./2018
17
5, 8
the existing IP protection
system (as operated by the
Centre for Technology Transfer
at MU), but also on an
implementation level, where
CEITEC MU does not have a
formal procedure on scouting,
pre-screening publications and
research outputs in place.
Researchers can consult with
CTT MU, but there is no
“active system” in place
(searching actively for
relevant research outcomes
to be protected as IP).
A gap can be identified in a
lack of awareness about the
activities of the Centre for
technology transfer at MU, but
also at a practical
(implementation) level, where
CEITEC MU does not have a
formal policy/procedure on
scouting, and pre-screening
publications and research
outputs. Researchers can
consult with CTT MU, but there
is no “active system” in place.
(This gap is already identified in
the principle Contractual and
legal obligations.)
TT Strategy will be internally
discussed and formulated.
[Training focused on IP
protection, TT and services
provided by TTO will be
included to the training
scheme – see action no. 4-
C.]
F Director’s
Office, Strategy
and Science
Dept.
TT Strategy
(document)
Ethical and
professional
aspects
8
1.5
A gap could be found in the
area of exploiting research
results – a CEITEC MU TT
Strategy should be prepared
and discussed.
See action no. 1-E - - - -
18
Ethical and
professional
aspects
6
1.6
CEITEC MU is missing a
functional repository for
archiving outputs produced
by researchers.
 Connected with gap no. 1.1
and action no. 1-A
1-G
A discussion at the university
level on the university
repository for archiving
outputs produced by
researchers will be initiated.
(This issue needs to be
addressed at the university
level.)
C IV./2019 Scientific
Secretary
Meeting minutes
Ethical and
professional
aspects
6
1.7
Responsible research and
responsible research and
innovations (RRI) principles
are a new topic at CEITEC MU
that needs to be addressed.
For that reason, it is currently
perceived as a gap. However,
since CEITEC has recently
become an ORION project
partner – Open Responsible
research and Innovation to
further outstanding knowledge
(www.orion-openscience.eu/)
and has started implementing
new policies, we expect that
this gap will be diminished.
1-H
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.
- II./2018
-
IV./2022
Director’s Office
Scientific
Secretary
Department for
Strategy and
Science
Ethical
and
professional
aspects
7
1.8
At CEITEC MU, it is necessary
to determine a responsible
person for each laboratory, as
stated by the Director’s
Measure no. 2/2017
Determination of Responsibility
for the Operation, Maintenance
and Repairs of Instrumentation
and Equipment of CEITEC MU
1-I
a) Relevant heads of
workplaces (groups,
facilities) will determine a
responsible person for
each laboratory.
b) The list of responsible
persons for CEITEC MU
laboratories will be kept
updated.
I
I
IV./2018
IV./2018
Operations
Dept.
Operations
Dept.
Evidence of lab
managers
19
(but still not implemented
properly).
Ethical and
professional
aspects
7
1.9
IT Policy, as described above,
is to be finished, approved and
implemented.
1-J
a) IT Policy will be adopted
b) Internal promotion
campaign will be
designed and launched
c) Information on IT policy
will be included in the
information package for
new employees (see
action no. 1-D)
D, F
C
C
IV./2018
II./2019
Operations
Dept.
IT Policy
(document)
Information
brochure for
employees
Ethical and
professional
aspects
7
1.10
A gap was identified in the lack
of mechanism at lab (group)
level. There is no formal
system on lab books’ evidence
and archiving. An internal norm
should be approved in order to
have a clear system specifying
the required results.
 Connected with gap no. 1.1
and action no. 1-A
1-K
a) Lab books will be
designed for group
leaders and distributed
centrally
b) Internal norm on
evidence and archiving
lab books will be adopted
D
F
II./2019
IV./2019
Scientific
secretary
Strategy and
Science Dept.
Lab books
templates
Director’s Measure
Ethical and
professional
aspects
11
1.11
What was identified as a gap in
evaluating researchers is the
non-existence of an evaluation
system tailored to the position
of the group leader as a
manager. CEITEC MU has a
very well-developed evaluation
of the overall group’s research
performance that enables
evaluating a “unit”. However,
the institute is missing an
evaluation of the group
leader as a managerial
1-L
Annual evaluation of group
leaders will be designed,
focusing on managerial
and supervisor
performance. The
evaluation will be closely
linked to training offered for
group leaders.
 See action no. 4-A
D
F
C
IV./2019
II./2020
I.-III./2020
Scientific
Secretary
Guidelines for group
leaders’ annual
evaluation
Number of
evaluation meetings
per year (held by
Director with group
leaders)
Feedback
mechanism
20
position, using more “soft
indicators”, e.g. Is the group
leader a good leader? Is he/she
an active member of the
academic community at
CEITEC MU? Is he/she
involved in any extra
roles/positions, such as
committee member, member of
an evaluation panel, mentor
role.
Recruitment
12, 13
2.1
CEITEC MU Recruitment
rules need to be revised and
updated to be open, efficient,
transparent, supportive and
internationally comparable,
as well as tailored to the type
of positions advertised (OTM-
R).
2-A
a) New recruitment policy
will be defined and
adopted. The
recruitment policy will
clearly define
responsibilities and
expectations related to
the 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.
b) Training for committee
members will be
designed and offered.
c) All open positions will be
advertised by the HR
Department, based on
requirement, by the
D
F
D
I
I
II./2019
IV./2019
III./2019
IV./2019
I./2020
Scientific
Secretary
Strategy and
Science Dep
HR Dept.
Recruitment rules
(document)
Number of training
Number of trained
committee
members
Updated templates
for research
positions
List of available
ways for promotion
of new vacancies
Statistics on
recruitment
Alumni network
established
Number of alumni
network members
21
group leader and in line
with systemization of job
positions. This will be
included in the
Recruitment Policy.
d) 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
reach more candidates
with increased quality.
e) All open vacancy
templates will be
updated, implementing
the new recruitment
policy and OTM-R
principles and principles
of gender-neutral
(gender-sensitive)
language.
f) Informal inquiries tool will
be promoted to be used
as a standard part of the
recruitment procedure,
esp. in senior positions.
g) Alumni network will be
established and will
serve (not only) as a part
of recruitment strategy.
D
D
D, C
D, F, C
II./2020
I./2020
I./2020
II./2020
Scientific
Secretary
HR Dept.
HR Dept.
Director’s Office
Recruitment
12, 13
2.2
Some group leaders (and/or
facility heads) do not always
inform the HR Department on
new positions and do not
organize a selection procedure
See action no. 2-A.
- - - -
22
with the HR department (as
mentioned earlier, even though
there is an internal rule that
specifies such a requirement).
This not only causes problems
in recruitment monitoring, but
also in following on-boarding of
new employees (esp. when
coming from another country)
and quality control of the
recruitment procedure and its
standards. The goal is to show
that there are some sources
from which we can get highquality
staff, and the HR
department and a scientific
secretary (methodically) can
help in this process.
Recruitment
12, 13
2.3
PhD students with supervisors
at CEITEC MU might be
enrolled in other programmes
(outside CEITEC PhD School)
with different rules and
conditions, including the
admission procedure. Unifying
rules and conditions for PhD
students and their PhD
programmes at CEITEC is a
challenge for the following
years.
2-B
Debate with the rectorate and
faculties will be initiated
regarding unification of
standards for CEITEC PhD
students.
C I./2019-IV./2022 Scientific
Secretary
Meeting minutes
Recruitment
12, 13
2.4
CEITEC MU should consider
using electronic / on-line forms
to gather applications. The
benefit of on-line forms could
be found in better evidencing,
including available metadata.
2-C
(See also action no. 2-A)
An analysis of available etools
for recruitment will be
prepared.
D IV./2020 HR
Department,
Scientific
Secretary
Analysis of
available e-tools for
recruitment
(document)
23
Recruitment
14
2.5
As already stated in Principles
12 and 13, CEITEC MU has a
definite gap in having
recruitment rules specifying the
requirements on the diversity of
selection committees (incl. the
gender balance aspect), and
actively working with various
selection practices. Selection
committee members are not
trained by any means. (This
gap is to be addressed as a
part of Recruitment rules
revision and update, as stated
above.)
2-D
(See also action no. 2-A)
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.
(This is also connected with
action no. 4-A)
D
I
I./2020
III./2020
Strategy and
Science Dept.,
HR Dept.,
Scientific
Secretary
Training design
(document)
Number of training
Number of trained
people
Recruitment
15
2.6
Internal procedure on providing
feedback on an application’s
strengths and weaknesses is
currently absent. This gap is to
be addressed as a part of
general revision in the
recruitment rules. Please refer
to principles “Recruitment” (12,
13).
See action no. 2-A. - - - -
Recruitment
16, 17, 18,
20
2.7
Selection committee members
are not trained in recruitment.
CEITEC MU needs to address
the existing gap in missing
guidelines on how to assess
CVs and how to evaluate
candidates. (This gap is to be
addressed as a part of
Recruitment rules revision and
update, as stated above.)
See action no. 2-D. - - - -
24
Recruitment
21, 28
2.8
A formal Career System that
specifies all positions at
CEITEC, career track for all
positions, requirements on
individual types of positions and
research group life cycle is
missing at CEITEC MU.
Absent rules for career
development (career system)
is one of biggest gaps that have
been identified while preparing
the Gap Analysis.
2-E
Career system will be
approved. The career
system will clarify research
career track, life cycle of
research group, options for
career development, etc.
F IV./2018 Scientific
Secretary
Director’s Measure
– Career System
(document)
Recruitment
21
2.9
A gap is definitely present in
the absent specific
recruitment rules for
recruitment and appointment
of postdocs, including defining
the postdoc as someone, who
“comes in and goes out” after
given period of time.
See action no. 2-E. - - - -
Working
conditions
and social
security
24
3.1
Gaps were identified through
the PhD and Postdoc Survey in
three areas: 1. work-life
balance (PhD students), 2.
social benefits (PhD students)
and 3. child support (both PhD
students and postdocs). These
gaps need to be further
explored since the survey does
not provide reasons for the
dissatisfaction that could lead
from not having a system in
place, low awareness of
existing support, etc.
3-A
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
aspect of their stay at
CEITEC MU.
(See action no. 3-K)
C IV./2018 Director’s Office
Scientific
Secretary
Strategy and
Science Dept.
Number of focus
groups
Minutes from focus
groups
Number of
attendees of focus
groups
3-B
Portal on Work-Life-Balance
will be launched with the aim
of raising awareness,
promoting internal WLB
C III./2018 Director’s Office WLB Portal
launched
25
policy of the institute and also
receiving feedback and
proposals from employees.
See action 1-D d)
[Work@CEITEC_MU]
- - - -
Working
conditions
and social
security
25
3.2
There is a gap of perceived
employment contract instability
in the group of researchers
which needs to be addressed
by the Action Plan. Even
though there are external
factors influencing this area
(such as project funding),
CEITEC MU should consider all
available measures to minimize
such instability. The percentage
of employees with a permanent
contract should be increased
(esp. in case of staff scientists
and technical staff).
3-C
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).
b) Regular HR data
monitoring will also
include information on
permanent / temporary
contracts. Management
will evaluate share of
permanent / temporary
contracts.
c) Contracts will be
prolonged for longer than
a 1-year period, if this is
in line with project source
period.
d) All employees will be
informed if the contract is
prolonged or not a
D II./2020
HR Dept.
HR Dept.
HR Dept.
HR Dept.
Methodology
guidelines
(document)
% of employees
with temporary
contracts
(disaggregated by
position, gender)
26
minimum 3 months
before their contract
ends.
e) Specific training and
events for PhD students
and postdocs will be
organized to increase
their employability and
their awareness on
different career tracks
inside and outside
academia. (See action
no. 4-C)
See action 2-E
See action 3-D
Strategy and
Science Dept.
Working
conditions
and social
security
26
3.3
A gap has been identified in the
wage policy, which is not
completely anchored and
defined. The aim is to have a
salary range for all positions so
the wages for the same
positions are in a certain scatter
and the wage policy is
transparent.
3-D
a) New internal wage policy
will be adopted that will
be in line with the Career
system.
b) Analysis of wage levels
will be prepared,
including gender pay gap
analysis.
c) Particularly in the group
of group leaders and
facility heads,
transformation to the
system of contractual
salaries will be
considered.
F
D
C
I./2020
III./2019
IV./2020
HR Dept.
Director’s
Office, HR
Dept.
Director
Wage policy
(document)
Analysis of wage
levels (document)
Working
conditions
and social
security
3.4
It is also necessary to take a
gender aspect into
consideration, so we don´t have
any differences in the same
See action no. 3-D b) - - - -
27
26 positions between men and
women within an institution.
This aspect will ensure the
mentioned salary range will be
set according to the job
position. CEITEC MU has
never done an analysis of
(non)existence of a Gender
Pay Gap at the institute. This
should be the first step, in order
to find the starting point and
extent of (if any) the gap.
Working
conditions
and social
security
26
3.5
We found a gap in foreigners’
insurance, which is created
based on an employment
contract. This insurance is valid
just for these foreign
employees and not their family
members. This has already
caused several cases of
families (researcher and his/her
wife/husband/child/children)
facing health troubles not
covered by health insurance
and causing huge debts for
medical care. Unfortunately,
this problem could only be
solved by lawmakers, not by
employees nor employers.
3-E
This gap could not be solved
by CEITEC MU, nor the the
university level. Solving the
gap needs a change in
national legislation.
CEITEC MU can only raise
awareness on the situation of
foreign employees’ family
members and providing
consultation services to
foreign employees.
If there is an opportunity to
lobby for change in
legislation, e.g. during
meetings with politicians,
CEITEC MU will raise this
gap.
C - Director -
Working
conditions
and social
security
3.6
There is a clear existence of a
so called “leaky pipeline” at
CEITEC MU, having a higher
3-F
GENDER EQUALITY
CEITEC MU will continue in
implementation of the
D
F
C
II./2018
-
IV./2022
Director’s Office
Scientific
Secretary
Regular reporting of
the GEP
implementation
28
27
share of women in rather junior
research positions (PhD
students, postdocs) and a
remarkably lower share of
women in group leader
positions.
Gender Equality Plan in
2018-2019. For 2020-2022,
new Gender Equality Plan
will be formulated.
HR Dept.
(GEP Team)
Monitoring of
genderdisaggregated
data
and their
assessment
(Concrete
deliverables and
outcomes are
specified in the
GEP)
Working
conditions
and social
security
27
3.7
There is a low representation
of women in decision-making
and advisory bodies at
CEITEC MU (excluding
management of the institute
with 50:50 share).
See action no. 3-F
Specifically, as a part of
GEP, CEITEC will continue in
monitoring representation of
women in decision-making
and advisory bodies at the
institute and will always
consider diversity of such
bodies.
I II./2018
-
IV./2022
Director's Office
Monitoring
representation of
women in decisionmaking
and
advisory bodies
Working
conditions
and social
security
28
3.8
As perceived unclear career
tracks were identified within
the gap analysis in the group of
researchers, CEITEC MU
needs to pay attention to career
system development, defining a
clear career track for research
and technician positions and
offering a means of career
development, including
mentoring. (This is to be
addressed by the new Career
System as described above.)
See action no. 2-E - - - -
Working
conditions
and social
security
3.9
There is definitely a gap in the
area of mobility in having no
direct link between an
See action no. 2-E. Career
system needs to address the
importance of mobility
experience.
- - - -
29
29
evaluation system (on the
level for individuals, but also
groups) and
existence/absence of
mobility experience.
3-G
Researcher mobility requires
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.
D II./2020 Scientific
Secretary
Mobility analysis
(document)
Monitoring mobility
Working
conditions
and social
security
29
3.10
As the survey results show,
there is a gap in the relatively
high number of existing
researchers having no
opportunity to spend time
abroad/in another
lab/company (personal
assessment without specifying
the reason for such a
statement) and a relatively big
group of researchers not being
encouraged for mobility by their
supervisor.
See action no. 3-G - - - -
Working
conditions
and social
security
29
3.11.
Institutional and personal
obstacles for mobility, as
indicated by PhD students and
postdocs, need to be further
analysed and addressed.
See action no. 3-G
[The mobility analysis will
also include focus groups
with PhD students and
postdocs.]
- - - -
Working
conditions
and social
security
30
3.12
Although the Career Centre
services for employees at MU
were launched in 2017, there is
still a gap in missing
cooperation conception
between CEITEC MU and the
3-H
Options in offering
professional career advice for
researchers in cooperation
with the MU Career centre
will be explored (also based
on experience with pilot
C
D
IV./2019 Strategy and
Science Dept.,
HR Dept.
(Deputy
Director for
Admin. Matters)
-
30
Career Centre at MU on
access to career advice for
researchers (at all stages of
career).
cooperation in 2018 focused
on people in management
positions in the
Administration Section).
Working
conditions
and social
security
30
3.13
For the future, all above
mentioned activities should be
unified into one system
covering career
development, including a
career system, for
researchers at all levels from
PhD student to independent
group leader. The system
should combine career advice
provided by HR professionals
(mainly the Career Centre of
MU) and the employees’
superiors (group leader for
group members, deputy
director for science for group
leaders, senior group leaders
for junior group leaders). (This
is to be addressed by the new
Career System as described
above and its implementation
plan.)
See actions no. 2-E, 3-H, 4-C
3-I
After actions no. 2-E, 3-H
and 4-C are accomplished,
there should be proper
analysis and assessment of
new career system and
career development,
including amendment
proposals.
D IV./2019 Scientific
Secretary
Assessment report
of the career
system
implementation
(document)
Working
conditions
and social
security
34
3.14
There are some indications
(also shown by the PhD and
Postdocs Survey) that the
formal system on complaints
(even being well-defined) is not
well-known and there is a gap
in the form of lack of
awareness. CEITEC MU needs
to transform the existing formal
3-J
Information on
complaints/appeals system
will be added to information
brochure for new employees.
(See action no. 1-D)
C II./2021 (2-E) HR Dept. Information
brochure for new
employees
31
complaints system structure
into a better functioning system
that is much closer to people,
their needs and is well-known.
Working
conditions
and social
security
35
3.15
There is a low representation
of rather junior researchers –
PhD students and postdocs
(rather in area of consultations).
There are currently discussions
on how to enable PhD students
and postdocs to participate and
to represent their group
interests on a management
level at the institute. In 2016, the
Director’s Board discussed a
„Postdoc Platform“ that should
be further developed and
implemented.
3-K
a) Postdoc platform will be
established. An option of
having representative of
the postdoc platform in
the Director’s Board will
be considered.
b) Regular open meetings
promoting bottom-up
internal communication
and connecting different
groups of staff will be
launched.
(See action 3-A)
D
D, C
III./2018
II./2018
Strategy and
Science Dept.
Director’s
Office, Strategy
and Science
Dept.
Postdoc platform
rules of organzation
Number of open
meetings
Working
conditions
and social
security
35
3.16
Group leaders need to be
further educated on the role
of group leader in the
management of the Institute
(low awareness and personal
involvement/dedication of
some group leaders to serve
the whole institute and not
just his/her group) – this point
is closely connected with
principle no. 37 (Supervision
and managerial duties).
3-L
a) Group leaders’ meetings
will regularly be held on
current topics and
challenges.
b) Group leaders will be
supported to participate
in university and
institute’s advisory and
control bodies.
I
C
D
Ongoing
(minimum 3x per
year)
Ongoing
Director’s Office
Director’s Office
Number of GL
Meetings
Monitoring of GLs
participation in
advisory and control
bodies at institute
and university level
Training
36, 37
4.1
A gap is clearly identified in
supervising postdocs. There
is no system established to
ensure proper supervision of
4-A
Specific training for
supervisors will be designed
and launched to improve
their competence in
D IV./2019 Strategy and
Science Dept.
Number of training
organized
Number of
attendees
32
postdocs (by their superior,
group leader).
supervising people. The
training for supervisors will
be included into the overall
calendar of training
organized at CEITEC MU.
Feedback on
training monitored
Training
36, 37
4.2
There is a gap in missing a
control/evidence system for
employee’ annual evaluation
interview, including motivation
factor (or penalty system) for all
heads of workplaces.
4-B
a) A procedure of annual
evaluation interviews will
be established. The
procedure will be in line
with the career system
and system of training
planning.
b) Monitoring for the system
of annual evaluation
interviews will be
designed and launched.
D
F
D
IV./2019
II./2020
Scientific
Secretary
HR Dept.
Director’s Measure
(or Internal Policy)
on Employees’
Annual Evaluation
Monitoring system
Number of
evaluations
Training
36, 37
4.3
Regarding amount of contact
between supervisor and
supervised researcher, our
data suggest that there is no a
gap, however a gap could be
identified while talking about
quality, structure and a
comparable system across
the institute (groups).
See actions 4-A, 4-B - - - -
Training
38, 39
4.4
In general, we can say that
there are enough opportunities
for research training and
professional development.
However, CEITEC MU is
missing a system/conception
of training that would put all
4-C
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
D II./2018-IV./2022 Strategy and
Science Dept.
Calendar of training
Survey
Feedback forms
Number of training
for PhD
Students/Postdocs/
Group Leaders
33
parts together and would
benefit from synergizing the
system. The conception should
address all stages of a
research career and be tailored
to specific needs for each
position from PhD student to
group leader.
research career levels, from
PhD students to group
leaders. The calendar will be
prepared based on a regular
survey on needs of PhD
students and postdocs. The
calendar will also include a
recommended sequence of
training.
Training
38, 39
4.5
Postdocs are a specific group
and should be offered tailored
training.
See action no. 4-C - - - -
Training
38, 39, 40
4.6
On a general note, there is no
system of supervisor training
on “how to be good
supervisor”. This issue needs
to be addressed.
See actions no. 4-A, 4-B - - - -
Training
40
4.7
A gap was identified in
supervising postdocs. There
is no system established to
ensure good supervision of
postdocs (by their superior,
group leader).
See actions no. 4-A, 4-B, 4-C - - - -
- 5-A
HR monitoring and reporting
system, including KPI and
their target values, is to be
revised with a focus on the
HR Strategy and Action Plan
reporting.
D
I
II./2018
IV./2018
Director’s Office Reporting plan and
structure of reports
approved
Reports to the
management
34
As the establishment of an Open Recruitment Policy is a key element in the HRS4R strategy, please
also indicate how your organisation will use the Open, Transparent and Merit-Based Recruitment Toolkit
and how you intend to implement/are implementing the principles of Open, Transparent and Merit-Based
Recruitment. Although there may be some overlap with a range of actions listed above, please provide
a short commentary demonstrating this implementation.
Implementation of the OTM-R toolkit will be an integral part of the complex revision of the
recruitment policy (see action 2-A). The first step was already done, CEITEC MU reviewed current
recruitment policy, practices and procedures (as a part of the Gap Analysis). The OTM-R check-list was
filled and is attached to the Gap Analysis (see Annex 3 to the Gap Analysis).
For the revision of the recruitment policy, the OTM-R toolkit will be used in order to ensure
implementation of recommended principles, such as providing clear and transparent information on the
whole selection process (including criteria and time aspect); using clear and concise job advertisements
(including information on working environment, equality policies); ensuring that the levels of
qualifications and competencies required are in line with the needs of the position (not setting barriers
to entry); considering the inclusion of underrepresented groups; keeping administrative burden to the
candidate to a minimum; reviewing used language (gender sensitive language policy). The recruitment
policy will be accompanied with the step-by-step guidelines on how to proceed during the recruitment
process.
The whole recruitment process will be closely monitored with the aim to monitor the effectiveness of the
recruitment policy. The quality control system will be established (administered by the HR Department).
The recruitment policy will be published online (see action 1-D).
35
6. IMPLEMENTATION
CEITEC MU management clearly expresses its intention to implement the HR Strategy into the
institute’s standard managerial and operation procedures. In other words, the HR Strategy is not
perceived as a project that starts and ends one day, but as a permanent agenda that needs to be
addressed by the top management in cooperation with middle management and researchers.
Thanks to the fact that the HR Excellence in Research Award is one of the key performance indicators
as defined by the CEITEC MU Strategy 2020, there is a strong guarantee of the HR Strategy being
properly implemented and adequate attention being paid to the topic by CEITEC MU’s top management.
The working group on the HR Award, established to prepare the Gap Analysis and the Action Plan,
together with the Steering Committee (CEITEC Director’s Board), will continue its work in the
implementation phase. The overall implementation process, its monitoring and reporting to the
management will be the responsibility of the Head of the Director’s Office, who will also continue as the
chair the working group on the HR Award.
Regular (quarterly) monitoring and reporting to the management, to the Director’s Board and the
Scientific Board will be established. HR Strategy implementation reporting will be included as an integral
part of the CEITEC MU management’s annual activity plan.
Since the implementation phase will require researcher participation, mainly supervisors (group
leaders), the HR Strategy will be regularly discussed as a part of Group Leaders Meetings. Information
on HR Strategy implementation will also be distributed using the internal newsletter.
At the university level, information on implementing the HR Strategy will be presented to the Rector and
the Rector’s Board during annual evaluation interviews. In this phase, the HR Award process at CEITEC
MU is already followed by the Rectorate. The CEITEC MU HR Award is considered a pilot/pioneer for
the whole university.
Progress in the implementation phase will be monitored based on clearly defined indicators that will
combine quantitative and qualitative assessment of their fulfilment (see Action 5-A).