1
Our journey
to the HR Award
What have we done?
What awaits us now?
What changes are planned?
Information brochure for employees
muni
arts
2
325completed questionnaires
142pages of documents sent to the European Commission
40principles of the Charter and the Code
28members of the Expert Team and Working Group
4areas of the Charter and the Code
1logo HR Excellence in Research
The Faculty of Arts, Masaryk University endorses the principles of the
European Charter for Researchers and the Code of Conduct for the
Recruitment of Researchers.
In practice, this meant for us to evaluate compliance with these
principles at our faculty and to propose measures where we have
identified reserves.
What does it mean? What changes are planned? You will find everything
you need to know in this information brochure.
1
prof. Mgr. Lukáš Fasora, Ph.D.
Vice-dean for Research and Development
Foreword
Dear Colleagues,
In April 2021, we became proud holders of the HR Excellence in Research
Award (HR Award). Our faculty‘s efforts to earn this certificate
have two aspects. The award is both a condition for further development
of research, and it is an opportunity to fundamentally reflect on the
personnel and research policy of the faculty in light of the challenges of
the 21st
century. The awarding of the certificate is not the culmination of
the whole process of cultivating our personnel research policy but only
the conclusion of the initial phase of the work.
Many discussions preceded the actual declaration of our interest in the
HR Award in autumn of 2019. They became livelier during the coordinated
efforts of the entire Masaryk University to establish a gender equality
policy in 2021, and in fact, almost every single point in the HR Award Action
Plan for our faculty promises to revise some substantial part of the
work in the field of research and human resources. The initial phase was
not easy, nor will the subsequent ones be. For this reason, I would like to
thank all employees, students of doctoral programmes at the Faculty of
Arts, Masaryk University, for their willingness to participate in debates
about changes. I especially appreciate the work of the members of the
Working Group and the Steering Committee and the excellent coordination
of all the administrative work by the close cooperation of the FA MU
HR Award team.
This presented brochure is not only an overview of what has already
been achieved and information about the tasks stemming from our
HR Award obligation. It is mainly an incentive to think about what needs
to be improved at the faculty so that we can all truly feel comfortable
here.
2
What is the HR Award?
The HR EXCELLENCE IN RESEARCH
AWARD (abbreviated as the HR Award)
is granted by the European Commission
to research institutions that implement
the HRS4R (The Human Resources
Strategy for Researchers).
The HRS4R is based on the 40 principles
set out in The European Charter
for Researchers and the Code of Conduct for the Recruitment of Re-
searchers.
So far, more than 580 European research institutions have received this
award, of which 30 are in the Czech Republic (according to the data
available on 15th
April 2021).
What are the advantages
of the HR Award?
—	 A long-term sustainable, international and transparent work
environment open to top local and foreign researchers
—	 Increasing the prestige and international awareness of the
university and the faculty for researchers
—	 Increasing the quality of human resource management
—	 Creating conditions for a more attractive career in research
and development
—	 Guaranteeing modern transparent recruitment and selection
of new researchers
—	 Appreciation of experience from mobility in the public and private
sector
—	 Supporting researcher career development
—	 Involvement in a pan-European network of research organisations
holding the HR Award
—	 Improved position in obtaining research funding from European
and national research support programmes
3
1
2
II.	Recruitment
and Selection
12.	Recruitment 
13.	Recruitment (Code) 
14.	Selection  
15.	Transparency
16.	Judging merit  
17.	Variations in the
chronological order of
CVs 
18.	Recognition of mobility
experience 
19.	Recognition of
qualifications 
20.	Seniority  
21.	Postdoctoral
appointments 
I.	 Ethical and
Professional Aspects
1.	 Research freedom 
2.	 Ethical principles
3.	Professional
responsibility 
4. 	 Professional attitude 
5.	 Contractual and legal
obligations 
6.	Accountability 
7.	 Good practice
in research 
8.	Dissemination,
exploitation of results 
9.	 Public engagement 
10.	Non discrimination 
11.	Evaluation/appraisal
systems 
3
4
III.	Working Conditions
and Social Security
22.	Recognition of the
profession 
23.	Research environment 
24.	Working conditions 
25.	Stability and permanence
of employment 
26.	Funding and salaries 
27.	Gender balance 
28.	Career development 
29.	Value of mobility 
30.	Access to career advice 
31.	Intellectual property
rights 
32.	Co-authorship
33.	Teaching
34.	Complains/Appeals  
35.	Participation in decisionmaking
bodies
IV. Training and
Development
36.	Relation with supervisors 
37.	Supervision and
managerial duties 
38.	Continuing professional
development 
39.	Access to research
training and continuous
development
40.	Supervision
40
principles
of the Charter
and the Code
4
Which teams
cooperate on
the HR Award?
Working Group
Representatives of
academic and nonacademic
researchers
The Head of
Personnel Office
Expert Team
The HR Award Manager
The HR Award Specialist
The HR Award
professionals
Steering Committee
The Dean
The Dean‘s Board
The HR Award Manager
The Director of Personnel
Management Office,
Rector‘s Office
entire HR Award process. It consists of the Dean’s Board of the FA MU
headed by the Dean, the HR Award Manager of the FA MU and the Director
of Personnel Management Office of the Rector‘s Office.
The Steering Committee
—	 monitors progress in implementing the Action plan on the basis
of defined indicators,
—	 comments on and approves the draft proposals for new HR Award
documents and activities,
—	 supervises the compliance of HR Award activities with other
activities taking place at FA MU and MU,
—	 decides on matters of a strategic nature,
Steering Committee
The Steering Committee is responsible
for overseeing the setup of the
5
—	 transfers the solution of some general topics beyond the specific
issues of the FA MU to university-wide working groups or other
boards at the university level.
Working Group
The Working Group was set up to involve researchers who form the advisory
team in the HR Award process as much as possible. It consists of
representatives of academic and non-academic staff and the Head of
Personnel Office. The staffing of the Working Group is balanced in terms
of the representation of men and women, various departments of the
faculty (in the field groups of human sciences, historical sciences, philological
disciplines and art sciences) and also according to the career
level of researchers.
The Working Group
—	 participates in the elaboration of the Gap Analysis, the Action Plan
and its implementation,
—	 proposes and discusses the form, details and continuity of the
prepared activities and documents related to the HR Award,
—	 comments on and approves proposals from the persons/
departments responsible for each action of the Action Plan,
—	 transfers the topics of the HR Award to the individual workplaces
and then brings feedback from the fellow researchers to the group.
Expert Team
The Expert Team has an executive and implementation role in the
HR Award process. It consists of the HR Award Manager and Specialist,
selected employees of the Personnel Office, the Office for Research
and Development, the Office for External Relations, the Lawyer of the FA
MU, and an expert to support activities for doctoral students.
The Expert Team
—	 prepares proposals for new documents from the Action Plan,
—	 prepares suggestions, proposals and comments of the Working
Group on documents and actions,
—	 submits progress reports, work schedules, draft documents/
proposals for actions for comments and approval to the Steering
Committee.
6
What are the phases of the
HR Award certification process?
Initial assessment
HR Award granting
2020
Endorsement of the C&C
Application for the HR Award
Gap Analysis, Initial Action Plan Design
Initialphase
Interim assessment
Implementationphase
2023–2026
Implementation of
the Revised Action Plan
Renewal with site visit
HR Award granting
2026–2029
Implementation of
the Improved Action Plan
Renewal without site visit
Awardrenewalphase
2029–2032
Implementation of the Further
Improved Action Plan
Renewal with site visit
1
2
3
2021–2023
Implementation of the Action Plan
HRS4R—fromprogresstoquality
7
1What was the goal of the initial phase?
Using the Gap Analysis to evaluate compliance with the principles of
the Charter and the Code at the FA MU and, based on it, to propose
measures for the Action Plan.
What are the main outputs of the initial phase?
—	 Report from the FA MU HR Award questionnaire survey focused on
researchers
—	 Gap Analysis
—	 Action Plan
Links to all documents can be found on the faculty website in the section
dedicated to the HR Award.
The documents approved by the Steering Committee were sent to the
European Commission on 30th
November 2020 for assessment.
On 14th
April 2021, the European Commission awarded the FA MU
HR Excellence in Research.
What happened
at the FA MU in the
initial phase?
What was the first step?
On 2nd
December 2019, the Faculty of Arts,
Masaryk University endorsed the 40 principles
set out in the Charter and the Code by
sending the Endorsement letter and committed
itself to creating quality working conditions,
to support professional development and the
transparent recruitment of researchers.
8
Working
Group
Consultations
with experts
Questionnaire
survey
Gap analysis
Action plan
Principle 1
–
gap
Principle 15
–
gap
Principle 40
–
gap
9
2
What will happen in
the implementation
phase?
What is the goal of this phase?
Introducing and implementing the measures
set out in the Action Plan. At the
same time, responding flexibly to the current
needs of the FA MU and its researchers
by appropriate adaptation of these measures
during their implementation.
What is the content of the Action Plan?
Proposed actions for the period 2021–2024:
1.
2.
3.
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, in compliance
with the Charter and the Code. Implementation of an
information campaign following the expected publication of
the document update.
SYSTEM OF JOB POSITIONS AND JOB TITLES
Creation of an internal rule defining the nature of job positions
at FA MU, which will be the input for other areas – the recruitment,
adaptation, training and development, and evaluation
and remuneration of employees.
CAREER MANAGEMENT
Creation of the Career Regulation of the FA MU containing
definitions of professional growth, career promotion and a description
of career paths which will be the input for other areas
– the recruitment, adaptation, training and development, and
evaluation of employees.
10
9.
4.
5.
6.
7.
8.
RECRUITMENT AND SELECTION
Cooperation with the MU Rector’s Office on the creation of
a university-wide OTM-R policy and on updating the wording of
the Regulations on Competitive Selection Procedures at MU.
Setting up the recruitment process according to the specifics
of the FA MU and preparation of internal methodology.
ADAPTATION PROCESS
Setting up the adaptation process for new employees. Implementation
of introductory training and creation of supporting
information sources.
EMPLOYEE EVALUATION
Revision of the current system and creation of an exact form
of evaluating academic and non-academic employees taking
into account the needs and specifics of the faculty. Linking the
evaluation system with the training and development system.
EMPLOYEE TRAINING AND DEVELOPMENT
Setting up the process of training and development of FA MU
employees in connection with the planned university system.
Creating a standard training offer – key topics and training formats
including e-learning. Linking employee training and development
with the evaluation system.
CAREER COUNSELLING
Cooperation with the MU Rector’s Office on the creation of
a university-wide career guidance system for researchers. Implementation
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.
SUPERVISION FOR EARLY-STAGE RESEARCHERS
Creating a formal procedure for supervising early-stage researchers
by a responsible person. Ensuring the systematic
development of the competencies of experienced researchers
11
10.
11.
12.
13.
14.
for the performance of supervisory and managerial roles.
PHD STUDIES
Cooperation with the MU Rector’s Office for the revision of the
university-wide concept of PhD studies and on the creation of
PhD studies standards to specify the rights and obligations of
students and supervisors. Supplementing standards with faculty
specifics. Introduction of cross-sectional subjects for PhD
students. Introduction of regular training and development
events for supervisors, and mandatory training in skills needed
for research activities for PhD students. Creation of tools
to support the involvement of PhD students in department life.
POSTDOCTORAL POSITIONS
Cooperation with the MU Rector’s Office for the creation of
a university-wide postdoc strategy. Establishing detailed rules
for the employment, recruitment and career development of
postdoc employees with regard to faculty specifics.
GENDER BALANCE
Cooperation with the MU Rector’s Office on the creation of
a university-wide gender balance policy. Subsequent creation
of a faculty policy. Implementation of active tools to promote
gender balance. Implementation of lectures and workshops on
gender for employees to increase sensitivity to the issue.
SUBMITTING AND PROCESSING COMPLAINTS
Improving employee awareness of existing complaint procedures.
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.
ADMINISTRATIVE SUPPORT FOR RESEARCHERS
Improving the administrative support for researchers and preparing
clear descriptions of the administrative work of sup-
12
15.
16.
17.
18.
port departments and maps of individual process procedures.
Strengthening the information service on the websites of departments.
Electronisation of suitable/necessary agendas.
Development of the support for international projects.
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 labour
law matters and others). Organisation of events to support informal
communication and meetings of researchers.
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 newly published
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 in English. Increasing the language skills of employees
providing support and service to foreign researchers.
ACADEMIC SENATE
Strengthening the awareness of the academic community regarding
the activities and competencies of the Academic Senate
of the FA MU and its importance within the faculty body.
Supporting the interest of the academic community in the activities
of the Senate
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.
13
3Do not hesitate to contact us:
—	 prof. Mgr. Lukáš Fasora, Ph.D.,
Vice-dean for Research and Development
fasora@phil.muni.cz
—	 Mgr. Silvie Rampouchová, HR Award Manager
rampouchova@phil.muni.cz
—	 Ing. Dáša Ayadi, HR Award Specialist
ayadi@phil.muni.cz
Up-to-date information about the HR Award at FA MU can
be found at www.phil.muni.cz/hraward.
What is the renewal
phase?
What is the goal of the renewal
phase?
The implementation phase is followed
by a renewal phase. Its goal is to regularly
revise the FA MU Action Plan
after three years and to defend the
HR Award.
Do You want to
know more?
Do you have something important on
the topic of the HR Award on your mind?
What are the milestones of the implementation stage?
After two years of implementation, the first self-evaluation of the faculty
and the revision of the FA MU Action Plan will take place. After another
three years, the implementation phase will culminate in an external
evaluation of the faculty after a personal visit by evaluators from the European
Commission and the defence of the HR Award.
14
These activities are supported by the Operational Programme Research, Development and Education in frame of the project
“Development of Human Resources and other strategic areas to support research at MU (HR4MUII)“,
nr. CZ.02.2.69/0.0/0.0/18_054/0014703.
muni
arts
Elaborated by: Dáša Ayadi, Kateřina Kramářová and Silvie Rampouchová
Typesetting and graphic design: Tomáš Weissar
Released in April 2021
www.phil.muni.cz/hraward