HRS4R Action Plan 2023

GAP Principle(s)

4. Professional attitude
7. Good practice in research

Timing: 4Q/2023

Responsible Unit: HR Services, Unit for Strategy and Science Policy

Indicator(s) / Target(s): Science leadership program for postdoctoral researchers and R3 program fully up and running.

Current Status: COMPLETED

Remarks: Science Leadership and R3 programs fully up and running. Science Leadership program is arranged yearly/bi-yearly with a selected group of post doc researchers (20-24 participants in each program). Program includes a track of interdisciplinary collaboration and project work. R3 program has become a business as usual arranging regular events (like "Meet the top scientist", "Brown bag seminars", "Science Day" and "Twitter conference") presenting the research and researchers at the University of Oulu and providing a platform for multiand interdiscplinary networking and collaboration. In addition, a course "introduction to interdisciplinarity" has been piloted for Doctoral Researchers in 2022.

GAP Principle(s):

2. Ethical principles
3. Professional responsibility
4. Professional attitude
7. Good practice in research
8. Dissemination, exploitation of results

Timing: 4Q/2023

Responsible Unit: Unit for Strategy and Science Policy
Indicator(s) / Target(s): Guidelines for responsible evaluation in research launched and implemented
Current Status: IN PROGRESS

Remarks: Completed based on the earlier indicators: - Training included in doctoral studies: the doctoral course “Scientific Research and Ethics” (2 ECTS credits) is mandatory for all doctoral researchers (currently 886 at the University of Oulu) at the University of Oulu. It includes in addition to the research integrity also the responsible data management. - 1-2 events on ethical matters per year, with approximately 30 participants per event - working group established and guidelines in preparation for the responsible evaluation of researchers, the European guidelines for responsible evaluation to become more visible at the University of Oulu as well. Training on responsible evaluation was given for example in connection with the Science leadership training in 2023 (23 participants - R2 researchers with a high potential for future supervisory positions - accepted in the program). - Coara's Agreement on reforming research assessment signed in Autumn 2022. New indicators: Guidelines for responsible evaluation in research launched and implemented - Guidelines launched in 2023 and published on the intranet - Other policies that are affected by the guidelines, are updated gradually in 2023-2024. Notably, the timetable is affected by the national level development of responsible evaluation. - Recruitment committees are trained to the practices by HR, in connection with the first applicable recruitment process for each committee. This has been considered a more effective training method than separate info sessions.

GAP Principle(s)

2. Ethical principles
3. Professional responsibility
4. Professional attitude
5. Contractual and legal obligations
6. Accountability
24. Working conditions
36. Relation with supervisors
37. Supervision and managerial duties
38. Continuing Professional Development
40. Supervision

Timing: Q1/2024

Responsible Unit: HR Services

Indicator(s) / Target(s): The concept and toolkit up and running and participation follow-up in use online.

Current Status: EXTENDED

Remarks: Regular line manager (supervisor) forums have been organized for some years. Moreover, there is an ample supply of line manager training available for all leadership levels, including e.g. basic skills, group and personal coaching and science leadership training. High-quality training content exists, but in the next action plan we want to focus on the concept, communication and systematic participation in these available trainings. An orientation path defined for the line managers (approximately 300 persons in the organization) including both mandatory and optional parts. All the line managers are obliged to participate into the mandatory parts in the defined time frame. The follow-up: reporting is provided by HR and followed up by the responsible line managers. Target: by the end of year 2024 40% and by the end of year 2025 70% of all line managers have participated at least into one mandatory training in the orientation path. All new line managers (annually apprx. 20 persons) have an orientation meeting with the HR Manager and will go through the mandatory materials related to the line manager role. The follow-up: reporting is provided by HR and followed up by the responsible line managers. Target: starting 2024 all the new line managers have gone through the mandatory orientation to their new role.

GAP Principle(s)

2. Ethical principles
10. Non-discrimination
24. Working conditions
27. Gender balance

Timing: 4Q/2023

Responsible Unit: Equality Committee

Indicator(s) / Target(s): Equality plan updated for 2024-2025, stakeholders being involved in the progress; well-being survey equality score at least 4.

Current Status: IN PROGRESS

Remarks: Completed comparing to 2019 indicators, new indicators added: new equality plan in use; Equality score on well-being survey '19 was 3.97 and '21 4,07, reaching the target 4/5. In 2023 further set of DEI questions related to equality, non-discrimination, diversity, and inclusion were included in the wellbeing survey. In addition to the existing metrics, the goal is to increase the following two indicators to the score above > 4. "The accessibility of our university’s facilities supports non-discrimination", score 3,83 in 2023 survey. "Our university takes different life situations into account in balancing work and personal life", score 3,80 in 2023 survey. We are strengthening communication about the plan and its actions: • Regular communication to the staff members on the intranet: 6 times/year. • The plan, its contents, and actions are communicated to the university community: 4 times/year during faculty visits, management, and other staff events, and other working groups and events. • The committee's DEI (Diversity, Equity and Inclusion) morning and faculty-specific working group mornings for each group at least once a year: total 4 events/year as minimum. • University of Oulu as an organization will participate in the national anti-racism week organized annually in November, Pride month, and Pride Day and in addition to other national and international events that support the organization's DEI goals.

GAP Principle(s)

12. Recruitment
13. Recruitment (Code)
15. Transparency (Code)

Timing: 3Q/2019

Responsible Unit: HR Services, recruitment committees and recruiting managers

Indicator(s) / Target(s): Careers section of the UO website updated with information on career options, qualifications and recruitment practices

Current Status: COMPLETED

Remarks: Completed according to the indicators: careers section was updated in 2019 to include information on career options, qualifications and recruitment practices. The section was further updated in 2022 with e.g. information to new employees moving to Oulu. Link: https://www.oulu.fi/en/university/careers

GAP Principle(s)

13. Recruitment (Code)
14. Selection (Code)
15. Transparency (Code)
16. Judging merit (Code)

Timing: 2Q/2020

Responsible Unit: HR Services

Indicator(s) / Target(s): Recruitment-related HR services clearly defined and communicated, HR Managers support the recruiting managers in faculties, training on best practices for recruiting managers

Current Status: COMPLETED

Remarks: Dedicated HR Managers and Recruitment Coordinators in place, regular trainings e.g. through line manager forums.

GAP Principle(s)

12. Recruitment
13. Recruitment (Code)
15. Transparency (Code)

Timing: 2Q/2023

Responsible Unit: Recruiting Managers, Selection Committees

Indicator(s) / Target(s): Systematic candidate feedback collection in place, target score 8/10

Current Status: IN PROGRESS
Remarks: Completed according to the previous indicators: All candidates are informed of their status in the recruitment process. This has been done by including the candidate communication in the guidelines for recruiting line managers and agreeing the roles and responsibilities. Each recruitment has a named contact person, usually the recruiting manager, who stays in contact with the candidates and keeps them updated during the process. Recruitment Coordinators monitor the communication activity through the recruitment system and assist the recruiting managers when necessary. New indicators: candidate feedback has not collected in a systematic way before, therefore the target score 8 out of 10 is a completely new indicator i.e. the target that is now being aimed at. The timing 2Q/2023 refers to the deadline of launching the feedback collection, but the score will be measured for the full year each year.

GAP Principle(s):

18. Recognition of mobility experience (Code)
29. Value of mobility

Timing: 1Q/2020

Responsible Unit: HR Services, Research Support Services

Indicator(s) / Target(s): Regular information sessions

Current Status: COMPLETED

Remarks: This action was completed already in the beginning of 2020. Altogether 8 information sessions on working abroad were held to line managers in connection with mandatory line manager forums in December 2019. In addition, open info sessions to researchers on all levels (participants not registered) were provided on funding opportunities and practical arrangements in 2018. Guidance on mobility is now considered everyday activity, with dedicated support staff. Quality control is in place through the PDCA cycle (PDCA described in section 4).

GAP Principle(s):

18. Recognition of mobility experience (Code)

Timing: 4Q/2019

Responsible Unit: Recruiting Managers and Recruitment Committees

Indicator(s) / Target(s): Researchers selected for senior positions have international experience

Current Status: COMPLETED

Remarks: This has become business as usual: The requirement of having international experience in R3-R4 positions has been included in the recruitment guidelines. There are control mechanisms in place in the recruitment process to ensure that the guidelines are followed. In each R3- R4 recruitment, the candidates are compared against the selection criteria (incl. international experience). The process, criteria and qualifications of the selected candidate are documented in recruitment memorandums. The memorandums are checked by HR and recruitment decision maker (depends on the position, but typically the Dean) prior to making the employment contract.

GAP Principle(s):

35. Participation in decision-making bodies

Timing: 4Q/2019

Responsible Unit: Unit for Strategy and Science Policy

Indicator(s) / Target(s): Opportunities for participation at both campuses, e.g. strategy mornings, meet the management

Current Status: COMPLETED

Remarks: Several participation possibilities in strategy work, for example strategy morning workshops, meet the management sessions and co-creative process to crystalize the University of Oulu core values. Strategy mornings and meet the management were open to participation without registering. Top management also visited each faculty to discuss strategic themes with the staff. The co-creative process included e.g. a survey for the whole university community in 2018. The survey inquired themes that the community holds important, and themes that it considers as strengths.

GAP Principle(s):

10. Non-discrimination
24. Working conditions
35. Participation in decision-making bodies

Timing: 2Q/2025

Responsible Unit: Equality and Diversity Committee

Indicator(s) / Target(s): Several further administrative bodies or committees have international members and their operation is bi-lingual.

Current Status: IN PROGRESS

Remarks: Some committees already have adopted bi-lingual working practices and have international members. This is, however, still work in progress. To better address this issue the following actions will be taken: • The nomination request letter sent to deans and directors will be updated to better cover gender equality and other diversity. The new committee will be appointed at the end of 2024 for the period 2025- 2027. • We monitor and report the status of diversity in the composition of work groups etc. every year. • We increase the language awareness of work groups, promoting equal participation opportunities in working groups.

GAP Principle(s)

35. Participation in decision-making bodies

Timing: 4Q/2019

Responsible Unit: Marketing and Communications

Indicator(s) / Target(s): New intranet launched

Current Status: COMPLETED

Remarks: Two earlier actions from 2016 Action Plan are combined here to one broader target: "Intranet will be modernised to better meet the needs of nonFinnish researchers " and "The interactive use of Intranet in the preparation of decision making will be promoted". The new intranet was launched in 4Q/2019. To meet the needs of the research community, the intranet was made fully bi-lingual with an advanced level search function, compared to the previous system. Information is more accessible through the current service card model as opposed to earlier file attachments. The intranet also includes a Yammer discussion board for the whole community, through which staff can also discuss with the top management. All staff members utilize the intranet, as all internal guidelines, news and work tools are gathered there under 'one roof'.

GAP Principle(s)

10. Non-discrimination
35. Participation in decision-making bodies

Timing: 1Q/2024

Responsible Unit: HR Services, Equality and Diversity Committee

Indicator(s) / Target(s): Self-study training modules in use; a sufficient number of line managers have completed the trainings.

Current Status: IN PROGRESS

Remarks: This action has been altered from "diversity management" to "leading diversity"; action completed compared to earlier indicators (language/diversity training), new indicators included. Diversity and inclusion also includes consideration for accessibility. The large variety of language courses are available as staff training in regular basis. For the fall period 2023, there are apprx. 50 groups under different titles and levels for language study in the staff training calendar: Finnish language courses are available from the survival level until the intermediate level, English courses are available for the teaching staff (for example courses "English for Teaching Purposes: Course Communication - Building an inclusive learning space for fruitful interaction" and "English Pronunciation for Teaching in the Multicultural Classroom") and in addition there are also several other language courses (German, French, Ukrainian, Russian). The employees are encouraged to participate into the language training as part of their own competence development. The self-study module in DEI (Diversity, Equity and Inclusion) theme will be included into the line manager's orientation path as mandatory. The completion rate will be followed-up by the responsible line managers based on the reporting provided by HR. Target: by the end of year 2024 50% and by the end of year 2025 80% have completed the online training. The following will also be implemented starting year 2024: • Training unconscious biases (recruitment specified), indicator: number of participants • Anti-racist training, indicator: number of participants • Number of views of DEI training videos term 50 % of staff members by the end of year 2025 • Accessibility information sessions and workshops for staff members held regular basis.

GAP Principle(s)

10. Non-discrimination
35. Participation in decision-making bodies

Timing: 4Q/2025

Responsible Unit: Unit for Strategy and Science Policy

Indicator(s) / Target(s): Language policy in active use in the whole organization

Current Status: IN PROGRESS

Remarks: The language policy was published in 2022, but it needs to be implemented into the daily practices and in the work of administrative bodies at the university. The following actions will be taken in order to implement the language policy: • The purpose of the language policy is to encourage the university community to develop language and communication skills. The large variety of language courses are available as staff training and the staff is encouraged to participate into the courses as part of their competence development. The number of staff members attending the courses will be followed up annually. • Training will also be organized on language awareness and language-aware working, indicator: number of participants. • Materials supporting language-aware working: .ppt and word templates supporting bilingualism will be made available.

Providing flexible HR support based on demand and finding ways to reduce excess administrative work from line managers, allowing focus on core work and leadership duties. Skills development focuses especially on new line managers.

GAP Principle(s)

3. Professional responsibility
4. Professional attitude
24. Working conditions
37. Supervision and managerial duties
38. Continuing Professional Development
40. Supervision

Timing: 2Q/2025

Responsible Unit: HR Services

Indicator(s) / Target(s): Support structure reviewed, feedback on services at a sufficient level.

Current Status: IN PROGRESS

Remarks: This action has been rephrased from earlier "Developing supervisors' (line managers') skills on HR matters and providing HR support close to supervisors in faculties and units". Completed according to earlier indicators (named HR Managers and HR secretaries in each unit, implementing HR practices and services in faculties): - HR manager and HR secretary (title HR Assistant as of 2020) has been appointed for each faculty - HR service model has been implemented and communicated: Assistants take care of employee data and digital processes throughout the employment life cycle, and assist employees in day-to-day HR matters. HR Managers are the key experts supporting Deans and line managers. New indicators: - The current support structure is reviewed jointly by HR and the Deans of each faculty, taking also into account the responses from researchers in the 2021 and 2023 well-being surveys and the 2021 support service feedback survey. Based on the review, needs to develop the structure are identified and proposed to management. - Feedback on HR services on a good level in the next service feedback survey, however, the scale has not yet been decided.

GAP Principle(s)

24. Working conditions
28. Career development

Timing: 4Q/2021

Responsible Unit: UniOGS, HR Services

Indicator(s) / Target(s): Career guidance for doctoral students and post-docs both concerning academic and private sector; Mentoring program; Cooperation models/pilots with the private sector

Current Status: IN PROGRESS

Remarks: Completed according to targets and has become business as usual. Career guidance to doctoral researchers now available through the University Career Centre. Doctoral programs connected to private sector have and are being piloted (e.g. I4Future, I4World). Mentoring practices exist at university level.

GAP Principle(s)

24. Working conditions

Timing: 4Q/2021

Responsible Unit: HR Services

Indicator(s) / Target(s): Review on current work ability and well-being of early-stage researchers and designing support measures accordingly

Current Status: COMPLETED

Remarks:"Young researchers" initiative was conducted in cooperation with the pension insurance provider to better understand the risks related to the work ability and well being of early stage researchers. The initiative has concluded and the action will not continue as such.

GAP Principle(s):

10. Non-discrimination
24. Working conditions
25. Stability and permanence of employment
26. Funding and salaries
28. Career development
35. Participation in decision-making bodies
36. Relation with supervisors

Timing: Q4/2024

Responsible Unit: Research Units, HR

Indicator(s) / Target(s): Making employment agreements alongside grants whenever possible and facilitating their inclusion in the university community

Current Status: NEW

Remarks: In our latest award renewal, it was noticed that grant researchers' position in the university community is not comparable to those who are employed; this is partially due to national regulations, but measures are taken to improve grant researchers' position where possible. Part-time employment alongside the grant enables the researcher to enjoy employee benefits, such as occupational healthcare, and facilitates communication. It also enables the employer to reach these researchers easier through university channels. It is not possible to provide a % indicator of all contracts, as record keeping of all grant researchers is not within the university's rights. However, we will track the number of new employment contracts for researchers that are otherwise working on a grant. Creating the employment contract is not always possible but depends, for example, on the conditions of the grant.

GAP Principle(s)

10. Non-discrimination
24. Working conditions
27. Gender balance
28. Career development

Timing: 4Q/2024

Responsible Unit: HR Services

Indicator(s) / Target(s): Well-being survey results on a good level (4,0 /5), NPS score improves

Current Status: NEW

Remarks: The University of Oulu has included a family-friendly working culture in its strategy. Concrete measures that support family-friendliness are expected to positively reflect on job satisfaction and well-being. In the well-being survey 2021 and 2023 the overall score was 3,89 in both surveys and NPS score 8 in 2021 and 5 in 2023.

GAP Principle(s):

27. Gender balance
29. Value of mobility

Timing: 2Q/2023

Responsible Unit:

Indicator(s) / Target(s): Increasing international recruitment, at least 20 participants in the spouse program.

Current Status: NEW

Remarks: -

GAP Principle(s):

5. Contractual and legal obligations

25. Stability and permanence of employment

Timing: 3Q/2025

Responsible Unit: HR Services

Indicator(s) / Target(s): Quality control for all new fixed-term contracts: duration and grounds for the fixed term contracts must be explained clearly.

Current Status: NEW

Remarks: The direct number or share of fixed-term contracts vs. permanent contracts are not applicable indicators, as Finnish universities increasingly operate on project-based, competed funding. This organically leads to an increasing number of fixedterm employment contracts that are based on research projects, with a fixed beginning and end. The target is therefore to avoid unnecessarily short contracts, e.g. contracts that are made for a shorter period than what the resource is actually needed. As a part of annual budgeting and personnel planning, HR Managers review the contract situation in each faculty and flag and correct planned contracts that do not meet this criteria. In addition, HR Manager check all new contracts that are created during the year to ensure there are sufficient grounds and correct duration for the fixed-term work.

GAP Principle(s):

2. Ethical principles

3. Professional responsibility

4. Professional attitude

6. Accountability

24. Working conditions

36. Relation with supervisors

37. Supervision and managerial duties

Timing: 3Q/2024

Responsible Unit: HR Services

Indicator(s) / Target(s):Code of conduct document published and related training and orientation materials will become part of the orientation for employees and line managers. Indicator: by the end of year 2024 50% of personnel and by the end of year 2025 80% of personnel has completed the CoC-training.

Current Status: NEW

Remarks: A code of conduct based on university values and leadership principles is to be created. The work will be led by HR but all faculties will be involved in the co-creation of the guideline to have it reflect the community as well as possible. Related training will be available based on the published guideline.

GAP Principle(s):

35. Participation in decision-making bodies

Timing: 1Q/2025

Responsible Unit: HR Services

Indicator(s) / Target(s): HRS4R introductory presentation deck created for university level use. HRS4R printed and PDF brochure updated. HRS4R included in orientation material and events for new employees. At least two HRS4R workshops organised for the research community for evaluating and renewing the action plan.

Current Status: NEW

Remarks: