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The European Charter for Researchers & the Code of Conduct for the
Recruitment of Researchers and embedment of their principles into the
Masaryk University Strategic Plan for 2021- 2028
The strategic plan of Masaryk University (from now on MU or university) for the years
2021–2028 is a fundamental conceptual development document determining the
direction of MU in education, research, social role, and its infrastructural development
for the next years, which is the result of the intensive university-wide debate. Human
resources vision and strategic goals relevant to The European Charter for Researchers
& the Code of Conduct for the Recruitment of Researchers' principles are integrated
into the Masaryk University Strategic Plan for 2021- 2028.
Following the vision statement, Masaryk University by 2028 will be
• A university that is an example of a responsible and demanding employer acting
according to the principles of transparency, equality, and non-discrimination,
supporting the achievement of professional goals and at the same time reconciling
work and personal life of all its employees
• A university that is a role model in its internal culture, in the ability to reach consensus,
in the harmonization of its components for the benefit of the University as a whole, and
in the integrity of the work and study environment characterized by high ethical and
professional standards
Specifically, the strategic goal concerning the Personnel management and employee
development is to create a motivating environment by rewarding exceptionally highquality
and exceptional work results, providing equal opportunities and conditions for
individual development and career growth of employees, and supporting the
reconciliation of work and personal life.
In the years 2021-2022 MU will pursue long - term strategic intentions by undertaking
the proposed actions that are relevant to the HRS4R in the following areas:
Strategic Intention:
Implementation of measures to prevent academic inbreeding, especially in filling the
positions of academic and research staff based on open competitions advertised
internationally and applying the criterion of non-university work engagement.
Proposed Actions:
University-wide Open transparent and merit-based policy (OTMR) will be elaborated
by June 2021 and implemented at university units/faculty levels.
MU will conduct a revision of the current Competitive Hiring Process Code at the
beginning of the year 2022, so the updated version would be compatible with the
principles of the Open, Transparent, and Merit-based Recruitment (OTMR).
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Strategic Intention:
Implementation of support tools to ensure a continuous generational change of employees
at the level of middle management and motivation to educate their successors
Proposed Action:
University-wide Talent Management Policy will be elaborated by the end of 2021 and
implemented at university units/faculty levels.
Strategic Intention:
Creation and implementation of a concept set out procedures and criteria in the employment
of staff working in postdoctoral positions (recruitment, conditions, care for these staff, etc.)
Proposed Action:
University-wide PostDoc Policy will be elaborated by September 2021 and
implemented at university units/faculty levels.
Strategic Intention:
Implementation of career support programs for academic staff (aimed at habilitation or
appointment as a professor within individual parts of the University), researchers, and nonacademic
staff.
Proposed Actions:
A university-wide Framework of principles for career development for all academic
and research workers (R 1 – R 4) will be developed by the end of 2022 and
implemented at university units/faculty levels.
A university-wide career counseling system for employees will be created by the end
of 2022 and implemented at university units/faculty levels.
Strategic Intention:
Strengthening the perception of work ethics and actions of all employees as part of personal
integrity, information and methodological measures in this area, including legal services
Proposed Action:
MU will revise the current MU Code of Ethics by September 2021, so all Charter and
Code principles are being addressed and included appropriately.
Strategic Intention:
Modernization and implementation of individual evaluation of academic, scientific, and nonacademic
staff, including its harmonization with other types of assessment at the University
Proposed Action:
The current application designed and implemented as a platform for employee
performance evaluation (EVAK) at MU over the last decade will be revised by the end
of 2021, especially in tune with the new performance criteria set by the recent statewide
methodology (M 17+).
Strategic Intention:
Mapping the needs of employees at all functional levels and setting requirements specifying
the criteria for their career growth and further development
Proposed Action:
A university-wide framework of career development principles for all academic and
research workers (R 1 – R 4) will be developed by the end of 2022 and implemented
at university units/faculty levels.
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Strategic Intention:
Defining the criteria and creating a system for identifying talents among university
employees with the aim of their further development and preparation for future leadership or
professional positions
Proposed Action:
University-wide Talent Management Policy will be elaborated by the end of 2021 and
implemented at university units/faculty levels.
Strategic Intention:
Setting up an adaptation process for academic and non-academic staff entering new
positions (supervisor, head of the department, etc.) to accelerate their incorporation in
connection with the latest content of work and responsibilities.
Proposed Action:
The university-wide framework of the onboarding process for new employees will be
updated by the end of 2021 and automatized via the development of relevant e –
application by the end of 2022.
Strategic Intentions:
Introduction of preventive tools to prevent unwanted behavior (e.g. bullying, discrimination,
sexual harassment, etc.) as well as tools to help in the event of their occurrence
Application of existing tools supporting partial involvement, and subsequently full return, of
caring parents for children or loved ones into working life within individual components and
their workplaces - part-time work (and other forms of employment), flexible working hours,
work performance within the home office (incl. use of IT tools for online participation in
meetings, remote access to data, etc.), shared workplace
Support for the operation of children's groups or kindergartens within individual (or more)
parts of the University
Proposed Action:
University-wide Gender Equality Plan will be designed and approved by the end of
2021 to provide a framework to assist the University. It unites in developing and
implementing effective strategies around workplace culture, leadership, and
employment practices to improve gender equality across the whole organization.
Strategic Intentions:
Extension of the MU Pedagogical Competence Development Centre portfolio when it comes
to the form and content of the currently provided courses according to the functioning and
transferable foreign practice and in connection with the needs of individual target groups
Creation of a comprehensive offer to meet the educational and developmental needs of the
employees in the field of personal competencies, managerial competencies, competencies
for the effective use of IT technologies, foreign languages, etc.
Support for specific target groups of employees in the area of further development and
acquisition of key competencies to increase the efficiency and quality of their work (e.g.,
beginning academic and research staff, academic, scientific, and non-academic staff in
management positions, staff in various non-academic positions, etc.)
Proposed Action:
Institutionalization of Development and Education at the MU level and establishing a
common platform for employee training at MU will be in place by the end of 2022.
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Strategic Intentions:
Introduce higher standards in doctoral studies across disciplines with an emphasis on the
quality of scientific results of doctoral students, gaining international experience during
doctoral studies and adherence to the study schedule
Pay due attention to doctoral students' socio-economic status and their full integration into
the scientific community as promising colleagues to strengthen their motivation for
successful completion of studies and subsequent careers.
Proposed Action:
In terms of these strategic goals, a university-wide strategy will be developed by
June 2022 and implemented at university units/faculty levels.
Strategic Intention and Proposed Action:
Creation and implementation of a university strategy for broader use of the Open Access
and Open Data modes within the framework of the H 2020 projects: Integrating and
managing services for the European Open Science Cloud (EOSC-hub) and
OpenAIRE Advancing Open Scholarship (OpenAIRE-Advance). More info on
https://openscience.muni.cz/en/open-science-on-muni
This document has been approved by:
Mgr. Petr Pokorný, Office director, Personnel Management Office, Rector's Office
In Brno, November 2020
Important note:
Full version of the MU Strategic Plan for 2021- 2028 will be available in English when
evaluating the Actions Plans of the respective MU units/faculties at the end of December 2020
before the final approval by the Czech Ministry of Education and Sport.
Link to the document:
https://is.muni.cz/auth/do/rect/metodika/personal/strategicky_zamer_mu/