1
TEMPLATE 4: ACTION PLAN
Case number: 2019CZ468328
Name Organisation under review: Masaryk University, Faculty of Arts
Organisation’s contact details:
Faculty of Arts, Masaryk University, A. Nováka 1, 602 00 Brno, Czech Republic
www.phil.muni.cz/en, tel.: +420 549 49 8030, hrinfo@phil.muni.cz
SUBMISSION DATE: 30.11.2020
1. ORGANISATIONAL INFORMATION
Please provide a limited number of key figures for your organisation. Figures marked * are compulsory.
STAFF & STUDENTS FTE
Total researchers = staff, fellowship holders, bursary holders, PhD students either
full-time or part-time involved in research
376
Of whom are international (i.e. foreign nationality) 63
Of whom are externally funded (i.e. for whom the organisation is host organisation) 0
Of whom are women 178
Of whom are stage R3 or R4 = Researchers with a large degree of autonomy,
typically holding the status of Principal Investigator or Professor.
117
Of whom are stage R2 = in most organisations corresponding with postdoctoral level 176
Of whom are stage R1 = in most organisations corresponding with doctoral level 83
Total number of students (if relevant) 6 599
(including 610 PhD
students)
Total number of staff (including management, administrative, teaching and
research staff)
552
RESEARCH FUNDING (figures for most recent fiscal year) €
Total annual organisational budget 27 784 927
Annual organisational direct government funding (designated for research) 726 407
Annual competitive government-sourced funding (designated for research, obtained
in competition with other organisations – including EU funding)
5 195 868
Annual funding from private, non-government sources, designated for research 413 341
ORGANISATIONAL PROFILE (a very brief description of your organisation, max. 100 words)
The Faculty of Arts, Masaryk University (FA MU) was in 1919 one of the four founding faculties of Masaryk
University (MU). It is traditionally profiled as a research-oriented faculty, which currently generates
approximately one-fifth of the research volume of MU. The number of students is the highest among all MU
faculties. Its exceptionality in comparison with the other faculties of MU is not only the great diversity of
disciplines, but also significant differences in the size of departments. The faculty consists of 23 relatively
independent academic departments implementing almost 80 accredited study programmes of scientific and
teaching specialisation in social sciences, humanities and the arts.
See "Additional Notes" for more information on the context.
2
2. STRENGTHS AND WEAKNESSES OF THE CURRENT PRACTICE:
Please provide an overview of the organisation in terms of the current strengths and weaknesses of the current
practice under the four thematic headings of the Charter and Code at your organization.
Thematic heading of the
Charter and Code
STRENGTHS and WEAKNESSES
Ethical and professional
aspects
Free text maximum 800 words
STRENGTHS
FA MU researchers follow the "MU academic and professional employee code
of ethics" created at the central university level (or codes of ethics in the
respective field), research freedom is guaranteed and ethical principles are
largely observed.
Currently running university project of Interdisciplinary Support of Research
Ethics aimes to support research ethics at universities and research
institutions. Project outputs (manuals, guidelines, thematic reports,
workshops) will be addressed to researchers, grant agencies, management of
research institutions and members of ethics committees.
Researchers benefit from the infrastructure supporting the dissemination and
use of results – services for supporting publishing activities, external
communication and the Technology Transfer Centre. MU and FA MU supports
free and unlimited access to scientific results (Open Access). The project Open
Science Strategy at MUNI is currently being implemented at the university. Its
aim is to define a university strategy for open access to research data and
scientific publications.
MU database of experts is available at the university’s website for
commenting on current events and topics in the media. The faculty
continuously presents the research results to the general public through many
PR activities.
WEAKNESSES
We consider internal communication and the availability of information to be
a weak point across all areas. Researchers have surprisingly little information
on what internal regulations MU and FA MU have and what range of services
are available. MU and FA MU lack translations of many documents into English
and communication with employees is often not bilingual, although many
foreigners work here.
FA MU has not yet implemented a comprehensive adaptation process for new
employees, the introductory information is relatively brief and based primarily
on the self-study of several recommended internal regulations. Shortcomings
were identified in acquainting researchers with both strategic documents and
internal regulations, as well as with topics in the field of ethical aspects.
During the internal analysis, the Working Group identified partial
shortcomings in the formulations of the MU academic and professional
employee code of ethics and submitted proposals for the development of the
activities of the Research Ethics Committee of MU.
Until now, the evaluation of employees at FA MU has mainly applied to
academic staff. Its course was coordinated by the faculty to a limited extent.
The selection of evaluation criteria from about 120 options was within the
competence of the heads of departments. Uniform criteria across the faculty
were first set in 2020. The employee evaluation process is not sufficiently
specified to allow a clear and transparent procedure, taking into account the
specificities of the disciplines and the role of superior employees. The
comprehensive form of employee evaluation is not set in any formal
3
document at FA MU and lacks both inputs for evaluation (System of job
positions and job titles and Career regulation) and methodology for further
work with the evaluation outputs in connection with other personnel
processes, handbooks and training for evaluators and evaluated employees.
Recruitment and selection Free text maximum 800 words
STRENGTHS
Recruitment and selection at the faculty is regulated by the university
Regulations on Competitive Selection Procedures at MU, which also guarantee
compliance with the requirements for equal opportunities, equal treatment
and non-discrimination. Its wording is freely accessible on the official notice
board of the university in Czech and English.
All vacancies of the faculty are advertised on the university’s website (Careers
at MU) and some other web portals are also used, e.g. researchjobs.cz,
universitas.cz, TheUnijobs.com or foreign media and platforms according to
fields practices.
Advertisements for academic and non-academic research positions are
advertised in Czech and English.
The selection procedure at FA MU is performed in accordance with the
Regulations on Competitive Selection Procedures at MU, which stipulate
certain rules for the appointment and activities of selection committees. The
evaluation of candidates always takes place with regard to the selection of the
most suitable candidate. A record of the selection committee’s decision is
always made.
An application of the MU information system is used to administer the
recruitment and selection process. It allows applicants to use an electronic
application form when applying for the selection procedure on the web
interface, thus reducing the administrative burden on applicants to a
minimum.
Information on the course and subsequently also on the result of the selection
procedure is provided to applicants by e-mail or telephone. The results of all
selection procedures at the university and the faculty are published on the
university’s website (Official Notice Board MU).
WEAKNESSES
OTM-R policy is not defined at MU or FA MU. The current university
Regulations on Competitive Selection Procedures do not include all OTM-R
principles (e.g. recommendations for setting up selection committees with
regard to gender balance, recommendations for assessing candidates based
on merit, mobility etc.).
The HR Award questionnaire survey FA MU 2020 showed that in practice there
is probably an imbalance in the representation of men and women in selection
committees - experience as a member of the selection committee was
reported by 28 % of women compared to 40 % of men.
A methodology for the recruitment and selection of academic and nonacademic
research positions, which would take into account the specifics of FA
MU, establish responsibilities within the recruitment process and provide
practical recommendations, standards for advertising, etc. is not yet available.
Participants in the recruitment and selection process at the faculty are not
made sufficiently familiar with the whole process and lack easy access to
comprehensive information (also in English). There are no procedures for
evaluating the entire recruitment process and its parts.
There are shortcomings in the openness and transparency of selection
procedures – for example, the EURAXESS portal is not used, and published
4
advertisements do not contain all the information according to the
requirements of OTM-R. FA MU does not have its own career website
providing applicants with easily accessible and comprehensive information on
vacancies, working conditions and the recruitment process at the faculty (also
available in English).
There is no defined postdoctoral position at MU and FA MU and there are no
rules for their employment and recruitment.
Working conditions and
social security
Free text maximum 800 words
STRENGTHS
Within the labour market of the region and the Czech Republic, MU and FA
MU belong among the most stable and attractive employers, also with regard
to the working, wage and other conditions provided to its employees in
accordance with strict national and internal regulations.
FA MU provides its employees with quality equipment, appropriate job
opportunities and the possibility of travelling abroad in research and training
for scientific activities. Free access to scientific results and information and a
broad support infrastructure of the dean’s and special-purpose departments
play an important role. Researchers at the university and faculty can take
advantage of many opportunities for professional development and the
services of support departments and mobility centres.
The reconstructed buildings also provide suitable conditions for people with
disabilities, who can also use the services of the Teiresiás university centre for
full integration into the academic community.
A priority of FA MU is occupational safety and health, and acquaintance with
the rules of occupational health and safety is newly carried out at the faculty
level in the e-learning form. The faculty offers a number of measures for
reconciling work and family life.
Intellectual property and co-authorship fields are covered at the university by
internal regulations based on national legislation. Methodological support is
provided by the MU Technology Transfer Centre, which offers comprehensive
services and counselling. A lawyer is available at the faculty.
Pedagogical activity is perceived as an important part of the scope of work and
a full-fledged opportunity to apply for the researcher and is reflected in the
evaluation of academic employees. The development of pedagogical
competence is supported by the service of the university Pedagogical
Competence Development Centre (CERPEK).
There are complaint handling mechanisms clearly described in the university’s
internal document. In case of a breach of ethical principles, a complaint may
also be submitted to the MU Ethics Committee and the MU Equal
Opportunities Panel.
WEAKNESSES
There is no university or faculty gender equality policy and tools to promote
gender balance, and there is a lack of awareness to increase sensitivity
towards gender and cultural diversity. Experience at the faculty shows an
imbalance in the representation of men and women, especially in higher
positions in the organisational structure, where men clearly dominate. In the
HR Award questionnaire survey FA MU 2020, it was women who expressed a
more critical opinion regarding recognition of their person as a member of the
professional group of researchers and also regarding gender equality.
The faculty does not have its own internal regulations that would clearly
regulate personnel processes within the life cycle of an employee, taking into
account the specifics and needs of FA MU.
5
There are no input documents specifying the characteristics of positions,
including their job descriptions, competency models and possible career paths
of researchers in all phases of their careers R1-R4 – i.e. the System of job
positions and job titles and Career regulation FA MU. The absence of these
inputs is also reflected in other areas such as the recruitment, adaptation,
training, evaluation and remuneration of employees. The system of career
counselling for employees is completely missing, as the current Career Centre
only targets students.
Although many areas are formally well addressed at the university or faculty
level, further work is needed on their implementation and their effective
internal communication. In many areas, there is now a lack of information for
employees, often obstructed by the incomprehensibility, fragmentation or
complicated availability of information or the absence of information in
English. The comments of the Working Group revealed that researchers lack
greater support for the meeting environment and informal scientific
communication.
The weakness of the current complaint procedure is the emphasis on the
formalities of the complaint and its registration while lacking the
characteristics of confidence and informality; there is no independent person
designated for informal assistance in resolving complaints and appeals.
A persistent problem of the faculty is the lack of workspaces that would meet
current needs.
Training and development Free text maximum 800 words
STRENGTHS
Most of the principles of training and development are largely implemented.
Researchers in the expert training phase (PhD students) all have an assigned
supervisor, with whom, among other things, they compile a general study plan
and individual semester study plans, which are further approved by the
doctoral board and which are evaluated retrospectively by the supervisor and
the doctoral board, including recording in the system.
Supervision and managerial duties are set for most senior roles in the national
legislation and internal regulations.
Continuous professional development is set as a duty of every employee and
is formally part of the researchers’ evaluation. Researchers have the
opportunity to participate in a number of professional training events,
courses, conferences, mobilities and have the opportunity to take sabbatical
leave. MU and FA MU emphasise the development of the system of employee
training.
Regarding the supervision of early-stage researchers, a supervisor for PhD
students is clearly assigned. The role of the supervisor of PhD students is taken
into account when evaluating employees both in terms of the number of
supervised PhD students and in terms of the quality of their work. For
employees, there is always a superior employee assigned whom the
researchers address in matters related to the performance of work duties.
Managerial and organisational role is taken into account in the evaluation of
employees. The project solver also has a supervisory role over the members of
the project/grant implementation team, contracted by the research investor.
WEAKNESSES
We have identified partial shortcomings in all principles in the field of training
and development; we consider the area of supervision to be only a partially
implemented principle.
6
Apart from assigned supervisors for PhD students, there are no clear rules for
supervising early-stage researchers. Although each employee has a superior
employee with a supervisory role set in the organisational structure, the role
of a superior employee often does not match with the role of a suitable
supervisor (e.g. when working on a project where the project manager and
the superior employee is not the same person).
The Working Group spoke in favour of a number of adjustments regarding PhD
studies – discussions resulted in suggestions for improvement, including a
proposal to clarify the rights and obligations of PhD students, their supervisors
and doctoral boards, a proposal for the greater involvement of PhD students
in department life and the creation of a mandatory joint PhD students
training.
There is no uniform adaptation process implemented at FA MU, new
employees receive only brief information from the personnel department and
the adaptation process continues exclusively at the workplace and is no longer
formally planned. No adaptation plan is elaborated for new employees. There
is no "informal guide to adaptation" in the adaptation process, which would
help new employees to get familiar with the operation of the department. The
level of attention paid to the successful adaptation of newcomers can
therefore vary significantly from workplace to workplace.
Another shortcoming is the unsystematic way of grasping training and
development of employees. There is a lack of regularly identifying
development needs, the subsequent implementation of training and
development steps and the evaluation of their effectiveness.
There are no inputs to this – the competencies needed to perform the
position defined in the System of job positions and job titles FA MU, the
Career regulation FA MU and the consistent use of employee evaluations to
set development objectives. There is a lack of awareness of career
development opportunities. Many topics are not covered in the offer of
trainings; among other things, there is no systematic development of
professional and managerial competencies for the performance of supervisory
roles.
7
3. ACTIONS
The Action Plan and HRS4R strategy must be published on an easily accessible location of the organisation’s
website. Please provide the web link to the organisation's HR Strategy dedicated webpage(s):
*URL: https://www.phil.muni.cz/en/about-us/hrs4r-hr-award
Please fill in a sum up list of all individual actions to be undertaken in your organisation’s HRS4R to address the
weaknesses or strengths identified in the Gap Analysis:
Proposed ACTIONS
Free text, 100 words maximum
GAP
Principle
(s)
Retrieved
from
the GAP
Analysis
Timing (at
least by
year’s
quarter/
semester)
Responsible
Unit
Indicator(s) / Target(s)
1. MU ACADEMIC AND
PROFESSIONAL EMPLOYEE CODE
OF ETHICS:
Cooperation with the MU Rector´s
Office on updating the MU
academic and professional
employee code of ethics (addition
of a list of possible discrimination
reasons, of the issue of gender
equality and of other provisions in
accordance with the requirements
of the Charter and the Code).
Realization of an information
campaign for all FA MU staff
following the expected publication
of the update of the MU academic
and professional employee code of
ethics (expected completion date in
Q3/2021).
2,10,27 Deadline:
Q4/2021
• Vice-dean for
Research and
Development
• Lawyer
• HR Award
Team
• Realized information campaign
Q4/2021
MEASURABLE:
• Number (time series) of
incidents solved:
o by MU Research Ethics
Committee
o by MU Ethics Committee
o by MU Equal Opportunities
Panel
o based on the MU directive
Processing and registration
of complaints at MU
2. SYSTEM OF JOB POSITIONS AND
JOB TITLES:
Creation of a document containing
the job descriptions, including
recommendations for the teaching
volume, competence models,
assignment of R1-R4 levels, etc.,
which will be the input for other
areas – recruitment, adaptation,
training and development,
evaluation and remuneration of
employees. Implementation of
handing over a written copy of the
job description to each employee as
a standard.
11,13,16,
19,21,22,
33,37,
38,39,40
Deadline:
Q4/2021
• HR Award
Team
• Head of
Personnel
Office
• Internal rule created (link to
existing document)
Q4/2021
MEASURABLE:
• % of employees with job
description
• Volume of teaching hours
counted per one R1-R4
8
3. CAREER MANAGEMENT:
Creation of the Career regulation FA
MU containing definitions of
professional growth, career
promotion and a description of
career paths which will be the input
for other areas – recruitment,
adaptation, training and
development, evaluation of
employees.
11,13,15,
16,19,21,
22,25,28,
29,30,38,
39
Deadline:
Q4/2021
• HR Award
Team
• Head of
Personnel
Office
• Career regulation FA MU created
(link to existing document)
Q4/2021
4. RECRUITMENT AND SELECTION:
Cooperation with the MU Rector´s
Office on the creation of a
university-wide OTM-R policy and
on updating the Regulations on
Competitive Selection Procedures at
MU.
Setting up the recruitment process
according to the specifics of the FA
MU and in accordance with both
the expected OTM-R policy of MU
(Q2/2021) and updated Regulations
on Competitive Selection
Procedures at MU (Q1/2022).
Preparation of detailed internal
methodology for recruitment and
selection process.
• describing all stages of the
recruitment and selection
process and their course,
• assigning responsible persons,
• specifying rules for individual
phases – advertising,
evaluation, selection and
closing of the selection
procedure
• defining the OTM-R complaint
mechanism
• providing clear practical
instructions and
recommendations to the
persons involved, including
standardised forms and
templates.
Introduction of a recruitment
quality control system. Providing
training for employees involved in
the recruitment process.
Adding information about job
opportunities at the faculty to the
FA MU website.
12,13,14,
15,16,17,
18,19,20,
21,27
Deadline:
Q4/2022
• HR Award
Team
• Head of
Personnel
Office
• "Job opportunities" tab on the
FA MU website created (link to
an existing page)
Q1/2021
• Internal methodology including
forms and templates (link to
existing document)
Q2/2022
• OTM-R training implemented
Q3/2022
• System set up for the regular
quarterly evaluation of trends in
key areas of recruitment and
selection = openness,
transparency and merit
evaluation
Q4/2022
MEASURABLE:
• Level of satisfaction of senior
employees and successful
candidates with the recruitment
process
• Number of trained employees
involved in recruitment and
selection
• Proportion of applicants:
o coming from outside the
university/faculty
o coming from abroad
o meeting the
requirements for the
advertised vacancy
o from under-represented
groups
• Proportion of job offers
published on EURAXESS
• Number of channels for
advertising job offers
• Statistics on the composition of
selection committees
• OTM-R complaint statistics
9
5. ADAPTATION PROCESS:
Setting up the adaptation process
for new employees, determining the
role of the human resources
department, superior employees
and informal adaptation guides.
Implementation of introductory
trainings including, in addition to
practical information for new
employees, the following topics:
ethical and professional aspects of
research, Research Ethics
Committee MU, intellectual
property, strategic documents and
formal procedures of scientific
work, IT security and data
protection, dissemination and
commercial use of research work
and trends in the evaluation of
science and research and
publication strategy, evaluation
process, system of remuneration,
complaints and appeals, system of
supervision, etc., acquaintance with
the regulations.
Creating support information
resources for new employees.
2,3,4,5,6,
7,8,9,10,
11,26,31,
34,40
Deadline:
Q3/2022
• HR Award
Team
• Head of
Personnel
Office
• Internal rule created (link to
existing document)
Q3/2022
• Handbook for new employees,
including links to information
sources on the website created
(link to an existing document and
pages)
Q3/2022
• Series of topics for introductory
training created (including e-
learning)
Q3/2022
• Role of the informal adaptation
guide implemented
Q3/2022
• Evaluation of the adaptation
process at the end of the trial
period implemented
Q3/2022
MEASURABLE:
• Number of trained employees
providing the adaptation
process
6. EMPLOYEE EVALUATION:
Revision of the employee evaluation
system and creation of an exact
form of evaluating academic and
non-academic employees taking
into account the needs and specifics
of the faculty. Creation of tools for
obtaining objective inputs to assess
the quality of teaching and
supervisory roles from students at
FA MU.
Linking the evaluation system with
the training and development
system.
11,28,29,
33,38,
39,40
Deadline:
Q4/2023
• Steering
Committee
• Head of
Personnel
Office
• HR Award
Team
• Tool for obtaining feedback
created
Q3/2022
• Internal rule created (link to
existing document)
Q2/2023
• Evaluation contains individual
development goals, on the basis
of which the training and
development of individuals takes
place
Q4/2023
MEASURABLE:
• Number of employees evaluated
• Number of employees with set
development goals
7. EMPLOYEE TRAINING AND
DEVELOPMENT:
Setting up the process of training
and development of FA MU
employees in connection with the
planned university system
(expected completion date in
Q4/2022).
Create a standard training offer –
key topics and training formats
including e-learning (research ethics
and Research Ethics Committee,
2,3,4,5,6,
7,8,11,
13,14,16,
17,18,19,
20,23,27,
31,36,37,
38,39,40
Deadline:
Q4/2023
• HR Award
Team
• Head of
Personnel
Office
• Implementation of the training
and development system staffed
Q1/2023
• Internal rule created (link to
existing document)
Q4/2023
• Standard offer of training – key
topics and formats created
Q4/2023
• Tools for evaluating the
effectiveness of training events
10
dissemination of results including
popularisation, intellectual
property, gender, personality,
managerial and language
competence, recruitment,
remuneration, mentoring for
supervisory roles, use of IT
technologies, etc.).
Ensuring staffing for the
implementation of the training and
development system.
Linking employee training and
development with the evaluation
system. Setting up the evaluation of
the effectiveness of training and
development events.
(questionnaire, statistics)
created
Q4/2023
MEASURABLE:
• Number of topics in the form of
e-learning
• Number and scope of R1-R4
trainings according to the topic
8. CAREER COUNSELLING:
Cooperation with the MU Rector´s
Office on the creation of a
university-wide career guidance
system for researchers (expected
completion date in Q4/2022).
Realization of an information
campaign for all FA MU employees
after the start of the career
counselling centre for researchers
focused on the active use of its
services.
28,30 Deadline:
Q1/2023
• HR Award
Team
• Head of
Personnel
Office
• Realized information campaign
Q1/2023
MEASURABLE:
• Number of performed
consultations R1-R4
• Satisfaction rate with career
centre services
9. SUPERVISION FOR EARLY-STAGE
RESEARCHERS:
Creating a formal procedure for
supervising early-stage researchers
by a responsible person. Defining
the role and competencies of the
supervisor.
Implementation of a pilot workshop
on mentoring for experienced
researchers in the role of
supervisors.
Ensuring the systematic
development of the competencies
of experienced researchers for the
performance of supervisory and
managerial roles.
36,37,40 Deadline:
Q2/2024
• Vice-dean for
Research and
Development
• HR Award
Team
• Head of
Personnel
Office
• Pilot workshop for mentoring
performed
Q4/2022
• Internal rule created (link to
existing document)
Q4/2023
• Each new R1 and R2 employee is
informed of their supervisor in
job description upon the start of
their employment
Q2/2024
MEASURABLE:
• Number of researchers trained
in the supervisory role
10. PHD STUDIES:
Cooperation with the MU Rector´s
Office on the revision of the
university-wide concept of PhD
studies and on the creation of PhD
studies standards (Q2/2022) to
specify the rights and obligations of
students and supervisors.
Supplementing standards with
faculty specifics. Introduction of
cross-sectional subjects for PhD
33,36,38,
39,40
Deadline:
Q4/2023
• Vice-dean for
Research and
Graduate
Studies
• HR Award
Team
• Questionnaire survey for PhD
students performed
Q2/2021
• PhD studies handbook created
Q3/2021
• Pilot training workshops for PhD
students performed
Q4/2022
• PhD study standards taking into
account faculty specifics created
Q2/2023
11
students in fields with common
intersections.
Implementation of pilot training
workshops for PhD students in the
areas of career development,
project management, publishing and
socio-managerial skills.
Introduction of regular training and
development events for supervisors,
and mandatory training in skills
needed for research activities for
PhD students.
Implementation of a questionnaire
survey for PhD students. Creation of
tools to support the involvement of
PhD students in department life
(workspace, grants information,
involvement in research, cotutelle,
etc.).
• Cross-sectional subjects in fields
with common intersections
implemented
Q4/2023
• Freshers training (skills needed
for research activities) is
mandatory for all PhD students
Q4/2023
MEASURABLE:
• PhD day realised once per
semester for the last years of
Mgr. and first years of PhD
programmes
• Number of realised workshops
and webinars for trainers
• Number of PhD students
involved in grants
11. POSTDOCTORAL POSITIONS:
Cooperation with the MU Rector´s
Office on the creation of a
university-wide postdoc strategy
(position definition, area of
employment, conditions and system
of care for foreign postdoc –
Q3/2021). Establishing detailed
rules for the appointment,
recruitment and career
development of postdoc employees
with regard to faculty specifics.
Creation of supporting materials for
the promotion of postdoc positions.
21 Deadline:
Q2/2022
• Vice-dean for
Research and
Development
• HR Award
Team
• Head of
Personnel
Office
• Postdoc positions and rules for
postdoc employment are defined
in the System of job positions
and job titles FA MU
Q4/2021
• Postdoc position included in the
Career regulation FA MU
Q4/2021
• Rules for recruitment to postdoc
positions included in the internal
methodology for recruitment
and selection
Q2/2022
• Information leaflet and separate
website for postdoc positions on
the FA MU website created
Q2/2022
MEASURABLE:
• Number of employees in
postdoc positions
• Proportion of postdoc
newcomers from other
universities out of the total
number of postdocs
• Duration of postdoc
engagement at FA MU
12. GENDER BALANCE:
Cooperation with the MU Rector´s
Office on the creation of a
university-wide gender balance
policy (expected completion date
Q4/2021). Subsequent creation of a
faculty gender balance policy.
Implementation of active tools to
promote gender balance.
Implementation of lectures and
workshops on gender for employees
2,10,24,
27
Deadline:
Q3/2022
• Steering
Committee
• HR Award
Team
• Head of
Personnel
Office
• Places for employees’ children in
kindergarten provided
Q4/2021
• Questionnaire survey conducted
in order to find out the reasons
for the lack of interest of women
in participating in managing
authorities, in a scientific career,
in PhD studies, etc.
Q1/2022
12
to increase sensitivity to the issue.
Support the work-family balance of
employees. Addition of
recommendations for the
compilation of a reasonably genderbalanced
selection committee in the
Regulations on Competitive
Selection Procedures at MU and in
the methodology for the
recruitment and selection of FA MU
(see point 4 of the Action Plan:
Recruitment and selection).
• Gender balance policy created at
FA MU (link to existing
document)
Q3/2022
MEASURABLE:
• Statistics on the representation
of men and women at different
levels and in management
positions
• Analyses of equal pay for men
and women
• Number of lectures and
workshops on gender and the
number of trained employees
13. SUBMITTING AND PROCESSING
COMPLAINTS:
Improving employee awareness of
existing complaint procedures (see
point 5 and 15 of the Action Plan:
Adaptation process and Internal
communication).
Cooperation with the MU Rector´s
Office on the creation of mediation
services for employees focused on
the possibility of confidential and
informal consultations in
connection with the resolution of
complaints that will be part of the
prepared university-wide well-being
strategy.
34 Deadline:
Q4/2024
• Steering
Committee
• HR Award
Team
• Concept draft of mediation
services at MU prepared as part
of a well-being strategy
Q4/2024
MEASURABLE:
• Number of meetings of
representatives of faculties and
the MU Rector´s Office focused
on the creation of a proposal for
mediation services
14. ADMINISTRATIVE SUPPORT FOR
RESEARCHERS:
Improving the administrative
support for researchers – clear
descriptions of the agendas of
support departments and maps of
individual process procedures.
Strengthening the information
service on the websites of
departments.
Electronisation of suitable /
necessary agendas.
Development of project support in
order to provide comprehensive
project consulting, especially for
demanding projects financed from
transnational or foreign sources.
Implementation of training events
for administrative and technical
staff supporting scientific research
work in specialised activities,
namely in the field of sociomanagerial
skills, personnel
management, project management
and information technology.
1,5,6,7,
23
Deadline:
Q4/2024
• Faculty
Bursar
• Dean's Office
Department
Heads
• HR Award
Team
• Methodology created and pilot
phase of project support for
demanding projects
implemented through the
provision of a comprehensive
support service with an overlap
into several professional areas
Q4/2021
• Added and updated websites of
support departments
Q4/2022
• Training events for
administrative and technical
employees supporting scientific
research work implemented
Q4/2022
• Procedures of key agendas
created and published to
employees
Q4/2024
MEASURABLE:
• Regular report on the process of
electronic agendas
13
15. INTERNAL COMMUNICATION:
Revision of internal communication,
facilitation of information
availability and setting methods of
their transmission. Increasing the
awareness of researchers in key
areas (especially in project
management, administration and
contracts, in employment law
matters and others).
Organisation of events to support
informal communication and
meetings of researchers.
4,5,6,7,8,
9,13,23,
24,26,30,
31,33,34,
35,36
Deadline:
Q4/2022
• Vice-dean for
Publishing
and Public
Relations
• Dean's
OfficeDepart
ment Heads
• HR Award
Team
• Method of informing employees
about new and updated internal
regulations/documents set
Q4/2021
• Communication channels and
their target groups set
Q2/2022
• Signposts on the FA MU website
for easy access to information
according to the issue created
Q4/2022
• Information sources updated,
especially the FA MU website
Q4/2022
• Tools for getting feedback from
employees set up
Q4/2022
MEASURABLE:
• Number of implemented events
for informal communication and
meetings
16. USE OF ENGLISH LANGUAGE:
Removal of the language barrier for
foreign employees. Supplementing
the existing Czech versions of
internal regulations and relevant
information and public documents
at the FA MU with translations into
English. Publication of newlypublished
documents always
bilingually. Setting up relevant
internal communication with
employees in Czech and English,
creating an offer of selected training
events also in English.
Supplementing the content of the
websites of individual departments
of the FA MU. Increasing the
language skills of employees
providing support and service to
foreign researchers.
1,2,4,5,6,
7,8,9,10,
13,22,23,
24,25,26,
28,29,
31,33,34,
35,36
Deadline:
Q2/2023
• Faculty
Bursar
• Department
Heads
• English language training for
employees of support offices
provided
Q3/2021
• Relevant internal communication
takes place in Czech and English
Q4/2021
• Internal regulations, relevant
information and public
documents are available in Czech
and English
Q4/2021
• Content of the websites of
individual FA MU departments is
in Czech and English
Q2/2023
MEASURABLE:
• Number of training events
implemented in English
17. ACADEMIC SENATE
:
Strengthening the awareness of the
academic community about the
activities and competencies of the
Academic Senate of the FA MU and
its importance within the faculty
public. Supporting the interest of
the academic community in the
activities of the Senate, especially
during the elections, creating
opportunities for the presentation
of candidates and their election
programme and for the public
discussion of their ideas.
35 Deadline:
Q2/2023
• Chairman of
the Academic
Senate
• Website of the Academic Senate
of the FA MU updated,
information added to strengthen
the presentation of its
significance
Q2/2021
• Interactive platform for the
presentation of the candidate
and their election programme
with the possibility of public
discussion created
Q2/2023
• Information campaign for
academics and students in the
period of elections and
14
candidacies implemented
Q2/2023
MEASURABLE:
• Number of papers on events in
the Academic Senate of the FA
MU on social networks
18. USE OF SPACE AT FA MU:
Preparing an analysis of the real use
of the existing spaces of the faculty
with the aim of identifying the
possibilities of modifications and
obtaining free working spaces.
Rationalisation of the use of current
spaces at the faculty and
departments.
23 Deadline:
Q4/2022
• Faculty
Bursar
• Analysis of the use of faculty
spaces prepared
Q4/2021
• Proposal for spatial
modifications, time sharing of
offices, home office created
Q4/2022
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, Transpar ent 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. If the case, please make the link between the OTM-R checklist and the overall Action Plan.
Free text maximum 1000 words
The OTM-R policy is currently not defined at the university or faculty level.
The recruitment process for academic and some non-academic job positions at FA MU is governed by the Regulations
on Competitive Selection Procedures at MU. However, this university-wide regulation is rather of a general nature and
does not cover all the requirements for OTM-R or faculty specifics and does not provide more detailed procedures for
practice.
The shortcomings that resulted from the Gap Analysis and the OTM-R checklist are incorporated into the Action Plan in
the form of the following measures:
• All MU faculties will cooperate with the MU Rector´s Office on creating a university-wide OTM-R policy and
updating the wording of the Regulations on Competitive Selection Procedures at MU.
• The recruitment process at FA MU will be revised and, in connection with the updated Regulations on Competitive
Selection Procedures at Masaryk University, an internal methodology for the recruitment and selection of
academic and non-academic positions at FA MU will be created, which will take into account the specifics of FA
MU and provide practical instructions and recommendations for faculty practice.
• All employees involved in the recruitment process (members of selection committees, superior employees and
other employees involved) will be trained in OTM-R recruitment.
• On the FA MU website, the tab "Job opportunities at FA MU" will be created to facilitate applicants’ access to job
vacancies at the faculty (thus far, vacancies can only be found via career page on the university’s website, not the
faculty one).
• A quality control system for the recruitment process and internal indicators will be set up, and a regular evaluation
of the progress in achieving the OTM-R objectives will be introduced.
• At the faculty level, internal documents will be prepared (System of job positions and job titles FA MU and Career
regulation FA MU), which will serve as information inputs for the recruitment and selection process.
• The rules for the employment, recruitment and career development of postdoctoral students at FA MU will be
included in all the above-mentioned internal documents and procedures. Supporting materials for the promotion
of postdoctoral positions will be created in the form of a separate page for postdoctoral positions on the faculty
website and an information leaflet.
• An adaptation process for new employees following the recruitment process will also be introduced at FA MU.
15
If your organisation already has a recruitment strategy which implements the principles of Open, Transparent and
Merit-Based Recruitment, please provide the web link where this strategy can be found on your organisation's
website:
URL: ---
4. IMPLEMENTATION:
General overview of the expected implementation process:
Free text maximum 1000 words
The implementation phase follows the preparatory phase. All teams involved in the Gap Analysis and development of
the Action Plan will continue to work together and fulfil their role as follows:
The Steering Committee will meet quarterly and will be responsible for monitoring progress in implementing the
Action Plan on the basis of defined indicators, deciding on more strategic issues, commenting on and approving drafts
of new documents and activities and overseeing the coherence of implementation activities with other ongoing
activities at FA MU and at MU. An important task of the Steering Committee members will also be to transfer some
general topics beyond the specific issues of the FA MU to university-wide Working Groups or other boards to be dealt
with at the university level.
The Working Group will meet as needed and propose and discuss the form, details and continuity of the planned
measures. It will also comment on and approve materials and actions proposed by the persons/offices responsible for
each action of the Action Plan. As in the preparation phase, the Working Group members will transfer the “HR Award
topics” to their departments and then bring feedback from their fellow researchers back to the Working Group.
The Expert Team will participate in the preparation of drafts of new documents/actions according to the scope of
activity of individual members. During the implementation of HRS4R, this team will primarily have an executive and
implementation role in close cooperation with the closest HR Award team and the Working Group.
The narrowest HR Award Team (HR Award Manager and HR Award Specialist) will organise and coordinate the
responsible persons and departments activities set at FA MU in the Action Plan for individual events, as well as the
activities of the Working Group. In cooperation with the Expert Team, they will prepare suggestions, proposals and
comments of the Working Group (documents/actions). They will also submit progress reports, work schedules, and
drafts of new documents/actions prepared for the Steering Committee, at least quarterly.
In the Action Plan, we have included actions that we plan to implement in a period of four years, i.e. not only the
priorities we want to cover by the end of 2022 (corresponding to a two-year period for internal evaluation for interim
assessment), but also measures with deadlines by the end of the year 2024 (which fall into the next period after the
internal evaluation). Many actions respond to multiple principles and contain several steps spread over a longer period
of time. In addition, for several actions, we will first cooperate with the MU Rector´s Office on the design of universitywide
measures and then implement follow-up steps and specifying measures at the faculty level. The reason for this
procedure is the fact that in the preparatory phase, gaps were identified at the faculties in areas subject to central
university regulation or requiring joint regulation (that will still allow faculties to develop the issue followingly
according to their own needs - details on university-wide cooperation are described in the section "Additional
remarks/comments on the proposed implementation process"). Some actions concern the implementation of system
personnel processes, others less extensive actions responding to specific requirements from the Working Group.
The aim of the whole Action Plan is to improve the conditions and working environment for researchers. Regarding
ethics, the MU academic and professional employee code of ethics will be updated and we will realize an information
campaign for all employees. At FA MU, we plan to hold regular workshops on ethical topics for researchers and to
initiate negotiations aimed at developing the MU Research Ethics Committee activities on the basis of suggestions from
the Working Group.
In the area of personnel work at the FA MU, our priority is functioning and transparent processes, which requires the
processing of their detailed description, good awareness of researchers and setting indicators for the continuous
16
evaluation of their effectiveness. First, we plan to create inputs at FA MU for most personnel processes in the form of
the System of job positions and job titles FA MU and the Career regulation FA MU. Subsequently, FA MU will gradually
develop individual personnel processes: first OTM-recruitment and selection, adaptation process, then a unified
system of evaluation, training and development and supervision for early-stage researchers.
We will focus further attention on early-stage researchers by implementing actions in PhD studies area and in the field
of conditions for postdoc positions.
We will work to improve the environment for researchers by creating a gender balance policy, developing a bilingual
environment, improving the administrative support of researchers and improving the use of space at FA MU. We will
start cooperating with the MU Rector´s Office to create a proposal for mediation services for employees.
During the preparation of the Gap Analysis, we found the low awareness of employees across many areas, to which we
will respond through ongoing steps in the area of internal communication, but also by including key topics in training in
the above-mentioned adaptation process and training and development system. The implementation of permanent
training programmes will be preceded by pilot training events.
In addition to setting deadlines in the Action Plan, a Gantt chart has been developed which graphically shows the time
course of the planned steps. The above-mentioned teams cooperating on the implementation will have access to the
Gantt chart in electronic form, where the progress of the implementation of the Action Plan will be updated monthly.
In addition to the Action Plan, we will further promote the “HR Award topics” to the faculty public. In 2021, we plan to
publish and distribute to our employees a brochure with more detailed information on implementation of HRS4R at FA
MU. We will also continue the information campaign for researchers at the FA MU and seminars will take place on the
Action Plan and the course of HRS4R implementation.
At the university level, information will be shared both through the management line and within the university-wide
Working Group of HR Award Managers of all faculties and institutes. This Working Group cooperates with the aim of
building professional network and sharing good practice not only with each other, but also outside the university.
Make sure you also cover all the aspects highlighted in the checklist below, which you will need to describe in
detail:
Checklist *Detailed description and duly justification
How will the implementation committee
and/or steering group regularly oversee
progress?
Free text maximum 500 words
The Steering Committee will meet quarterly and its main responsibility
will be to monitor progress in implementing the Action Plan. The
members of the committee will have access to the Gantt chart in
electronic form, where the progress of the implementation of the
Action Plan will be updated monthly.
The role and activities of the Steering Committee are described in
detail above, in Part 4 – Implementation.
How do you intend to involve the research
community, your main stakeholders, in the
implementation process?
Free text maximum 500 words
The Working Group, which was composed mainly of R1-R4-level
researchers in a balanced number, based on gender balance and the
representation of various departments of the FA MU, will continue to
play an important role in the implementation process. The role and
activities of the Working Group are described in detail above, in
section 4 – Implementation.
Special attention will be paid to the community of PhD students, so a
researcher focused on the issue of PhD students is also a member of
17
the Working Group and professional team. We will also follow the
results of the planned questionnaire survey.
In addition to the Working Group activities, a wider community of
researchers will be included in the implementation process, through
the provision of feedback, e.g. in the form of focus groups or
questionnaire surveys. Informational seminars on the HRS4R Action
Plan and implementation process will be held for all employees. We
plan to publish and distribute a brochure with more detailed
information on the HR Award to employees at FA MU. We add news to
the HRS4R/HR Award website and there are contacts for members of
the HR Award team included.
How do you proceed with the alignment of
organisational policies with the HRS4R? Make
sure the HRS4R is recognized in the
organisation’s research strategy, as the
overarching HR policy.
Free text maximum 500 words
The HR Award project is given great attention at MU and FA MU.
On 10 September 2020, FA MU Measure No. 18/2020 Implementation
of HR Award – HRS4R Project was issued, in which the faculty
management expresses their intention to implement the HRS4R as
their strategic priority.
MU and FA MU strategic plans for the years 2021–2028 are currently
being prepared. They reflect the need for changes in connection with
the implementation of HRS4R. FA MU has already included the
implementation of HRS4R as one of the strategic goals in Part 4 Personnel
Management and Employee Development in its draft
strategic plan for 2021–2028.
The organisational standards of MU and FA MU are in their basis in
accordance with HRS4R; no discrepancies between these two sets of
organisational standards have been identified. In terms of the
necessary adjustments, they will rather concern extending existing
standards to support a more thorough implementation of HRS4R.
How will you ensure that the proposed
actions are implemented?
Free text maximum 500 words
The Gap Analysis and the Action Plan of FA MU are the result of the
cooperation and agreement of several teams and are accepted and
supported by them, which is a guarantee of the involvement of their
members during the implementation of the proposed actions, when
existing teams will continue with the same or similar employee
composition.
The responsible persons or offices are set out in the Action Plan for the
implementation of individual actions. Their activities will be supported,
organised and coordinated by the narrowest HR Award Team. The
Working Group will first have a commenting and approval role, with
the final word being had by the Steering Committee.
How will you monitor progress (timeline)? Free text maximum 500 words
A Gantt chart for monitoring the progress of the implementation of
individual actions is prepared, which will be updated monthly. The
proposed actions have their own indicators, the fulfilment of which
will be monitored. Based on the fulfilment and development of the
status of indicators, we will systematically review the suitability and
18
effectiveness of our approach to fulfilling the principles of the Charter
and Code. In case of a threat to meeting the deadlines, we will classify
the problematic point as a priority at the meeting of the Steering
Committee, the cause of the delay will be identified and additional
steps will be decided to support the implementation of this
problematic point.
How will you measure progress (indicators) in
view of the next assessment?
Free text maximum 500 words
The proposed actions have their own indicators, the fulfilment of
which will be regularly monitored. Concerning the measurable
indicators, their development will be regularly monitored and
evaluated, including comparisons over time. We will set specific target
values for individual measurable indicators for the monitored periods
during the implementation of the action as one of its set steps.
Feedback from employees regarding already implemented events will
also serve as an important source of information.
Additional remarks/comments about the proposed implementation process:
Free text maximum 1000 words
HRS4R AT THE MASARYK UNIVERSITY – THE FACULTY OF ARTS: BACKGROUND
The Masaryk University (MU) is the second largest public university in the Czech Republic. At present, MU consists of
ten faculties (and a number of other special-purpose departments), which deal with a number of areas of research in
the humanities and natural sciences. The individual faculties represent independent economic units that manage the
allocated funds from the central university budget according to the rules set out in the MU Statutes. They also have a
high degree of autonomy in arranging employment relations. In their activities, the faculties are bound to the
methodological management of the university, which they can supplement and implement according to their own
specifics. Over 33,000 students study at MU – including approximately 2,800 PhD students in more than a thousand
fields of study. The university has over 6,000 employees. The implementation of HRS4R at MU was started by the
Faculty of Science (received HR Excellence in Research Award at the end of 2018) and the Central European Institute of
Technology of Masaryk University - CEITEC MU (received HR Excellence in Research Award at the beginning of 2019).
Based on consultations with the European Commission, other MU faculties and parts strive for HR Award certification
and also implement HRS4R individually.
HRS4R at MU is at several faculties, including the FA MU, a part of a broader project called Development of Human
Resources and other strategic areas to support research at MU (HR4MUII), which is co-financed by the European
Union. In the course of 2019, preparations took place at the affected parts of MU, consisting of staffing and raising
awareness of HRS4R. The Faculty of Arts separated the HR Award Specialist from the existing HR Team and filled the
newly-created position of HR Award Manager with an external candidate with senior experience in human resources.
At the university level, a Working Group of HR Award Managers and other involved persons regularly met during 2019
and 2020. This Working Group met in coordination meetings aimed at sharing good practice and discussing topics that
go beyond the faculty level and require a central solution at the university level.
Furthermore, a number of awareness-raising workshops were held at the university level focused on the issue of the
Charter and the Code principles and the implementation of HRS4R for the mentioned Working Group and other
interested employees, including researchers.
Individual faculties and university units involved in the group’s work nominated their internal experts to a special
expert group set up to prepare a questionnaires asking researchers about their opinions on the state of the
implementation of the 40 principles at the university, or at the faculty and university unit. At the beginning of 2020, the
19
general form of the questionnaire was handed over to representatives of faculties and university units for possible
modification and use according to the specifics of faculties and university units.
In the autumn of 2019, informational meetings (presentations and discussions) on the topic of the HR Excellence in
Research Award for all department heads were organised at FA MU, while informational meetings for all FA MU
employees were organised at the beginning of 2020, who also received a leaflet with basic information on the HR
Award.
FA MU expressed its agreement with the 40 principles of the Charter and Code and a commitment to implement these
principles in the Endorsement letter sent to the European Commission on 2 December 2019; on the same day the
European Commission accepted the letter. Project teams were set up – the Steering Committee, the Expert Team and
the Working Group – and their activities were defined. In the course of 2020, the mentioned teams cooperated mainly
on the creation of the Gap Analysis and the Action Plan. Within this cooperation, they also relied on detailed results of
the HR Award questionnaire survey FA MU 2020 among researchers at FA MU held in February and March 2020. The
results of the questionnaire survey will be presented to all researchers and other faculty staff together with the Action
Plan at the end of the year 2020.