Steering the HR Excellence in Research initiative
Steering committee and project team
The steering committee was set up several months before the university committed to the process through a letter of commitment from the university president. It is coordinated by the university's second vice president in charge of human resources and involves several
Implementation Committee
University committees / Internal committees in place
The university has mobilized its internal committees to develop the various documents required for the HR Excellence in Research label. This label is part of a principle of continuity and complementarity with the DD&RS label and the university's 2024-2026 equality plan. A member of each committee was contacted to explain the assessment, expectations, and how their feedback would be implemented in the production of the certification documents.
Committees consulted
- Research Council
- Ethics, Professional Conduct, and Scientific Integrity Committee (CEDIS)
- Researcher Career Commission (CEC)
- Commission for the Evaluation of Sustainable Development Researchers (COMEVAL)
- Academic Council (CaC)
- Council for Research and Training Components and Member Schools
- Dialogues on the Management of Research Components
- Communications Department
- Presidential Team (REP) and General Services Department (DGS)
- Knowledge Dissemination and Outreach to Society Department (DSOS)
- COPIL Equality Working Group
- Researcher Working Group (survey follow up)
- DD&RS Labeling Working Group
- MSCA COFUND CLEAR-Doc Program Supervisors Group
- European InCITIES Project (WP3 HRS4R)
Dedicated group of researchers
A group of volunteer researchers was then identified following the production of a questionnaire distributed to all researchers at the institution to produce the GAP.
This group of researchers worked with the project team to develop proposals for the university's action plan.
The documents relating to the certification process were prepared by the project team and the steering committee, then analyzed and improved jointly with each member of the committee and dedicated group in order to obtain accurate feedback and involve the researchers at each stage.
OTM-R assessment of HR practices
An assessment was first carried out on the progress made in implementing open, transparent, and merit-based (OTM-R) recruitment policies and practices, which aim to make careers in research more attractive while facilitating mobility and equal opportunities for all candidates. This assessment contains a list of questions covering the various stages of the recruitment process, from the publication of the job offer to the appointment phase.
GAP analysis with regard to the HRS4R framework
The Gap Analysis then sought to answer the questions “where are we now? (current status) and ”where do we want to be? " (target status) as an institution, in relation to the 40 principles of the label.
The Gap Analysis provided a detailed, jointly developed analysis of the needs for improvement in HR practices, while identifying the gaps or shortcomings highlighted by the OTM-R in particular. The proposed measures to address these gaps are described in the action plan.
Action plan and agenda
The action plan presents the university's strategic vision in terms of priority areas and implementation steps to be taken over the next few years to move from the current situation (gap) to the target situation (alignment with European standards) with regard to the implementation of the 40 principles of the label.