UGent requires a clear and workable HR policy that provides staff with the space to grow and collaborate in an inspiring and motivating work environment. This context is essential for what truly matters: excellent education and strong research. Recent government policies offer the opportunity to streamline HR processes and fully focus on support, appreciative feedback, and development. Our credo is to give employees more trust by working less bureaucratically. After the reorganisation exercise of recent years, we want to make UGent a place where people can develop professionally in a stable and inspiring environment. Four guiding principles are central to us:
- Less bureaucracy, more trust
HR processes are often complex and vary by staff category. We aim to simplify and harmonise these processes where possible. We particularly want to improve the way evaluations and feedback are organised. We are developing a uniform framework where regular conversations about performance and development become the norm for every employee and every supervisor, without administrative burdens. The goal is not control but guidance: employees receive timely insights into where they stand and what opportunities exist for growth (or remediation). We will rationalise the HR committees for ZAP: less frequent but more in-depth and broader, for example, by also giving a voice to employees from the immediate work environment.
Faculties will also have more space to shape their personnel policies within clear university-wide guidelines – without affecting permanent appointments. This reduces administrative burdens, allows for faculty individuality, and ensures that employees are better supported in their careers, tailored to the local context. Additionally, we will implement strategic personnel planning that takes long-term needs into account. This helps to proactively address (changing) personnel needs and allocate resources more effectively.
- Leadership and career perspectives
Strong leaders make a difference. We therefore strengthen leadership competencies at all levels through targeted support and professional advice, alongside coaching and other development programmes. Leaders within faculties, departments, and university services bear great responsibility. This deserves recognition and appreciation. Specifically, we ensure that employees who take on leadership roles, such as department chairs, have a clear role description and receive time and support for this. In recruitment and onboarding, we also focus on leadership competencies and identifying leadership potential early in the career.
Career development evidently does not stop with academic staff. Administrative and technical staff deserve clear opportunities for advancement. Internal mobility is encouraged: employees should have the chance to expand their skills and take on new roles within UGent. The revision of the job reclassification is a step in the right direction but needs further development so that advancement opportunities do not depend on incidental budgets within a faculty. We view this as part of a stimulating incentive policy for ATP.
We will also continue to support the career development of young researchers and guide them towards future prospects, both within and outside the academic sector. We recognise that career perspectives for postdoctoral researchers remain uncertain and limited, and we aim to implement a thoughtful policy regarding postdoctoral mandates. In 2018, the WP statute was thoroughly revised, introducing indefinite contracts and improved pension arrangements, which represented significant progress for many. However, significant differences remain, and advancement opportunities are limited. Therefore, we are exploring financial possibilities to create more advancement opportunities for researchers, for example, through defiscalisation funds that are currently under pressure.
- Wellbeing, respect, and a stable work environment
Wellbeing is an essential part of our programme. A healthy and supportive work environment is crucial for the wellbeing and performance of all staff. Therefore, we are expanding the possibilities for psychosocial support, mediation, and team coaching so that workload and conflicts can be addressed quickly and accessibly. Problems must be caught in time without staff immediately ending up in a formal procedure.
Wellbeing also requires stability. UGent has undergone significant reforms in recent years. We advocate not immediately reshuffling structures again and giving all UGent members time to adapt to changes. We are aware that change fatigue is a risk at our university. Stability in organisation and work processes creates a more pleasant and effective work environment.
We also recognise the fundamental importance of administrative and technical support. To give academic staff the space to focus on research and education, strong and well-organised support is necessary. Colleagues who play a crucial role in this deserve recognition, respect, and appreciation. The cuts and reforms of recent years have left their mark, and we are focusing on recovery. We are working on a better-organised personnel policy for ATP, aiming to place the right expertise in the right place with more input and involvement from the staff themselves. For the university services, we remove existing uncertainties by providing a clear long-term vision so that staff know where they stand and feel valued in their role.
- Supporting and integrating international talent
UGent is an internationally oriented university that strongly focuses on attracting and supporting talent. This means that we not only ensure a streamlined and caring onboarding but also provide structural support to incoming and outgoing international staff. A specialised international employment service within the university services provides substantive and legal-administrative guidance. We increase the visibility of this service so that faculties and project holders are relieved and staff can quickly integrate into their work environment.
Language support is crucial. We invest in flexible language programmes that help academic and administrative staff improve their proficiency in both Dutch and English. This not only enhances mutual collaboration and accessibility, including the safety of UGent as a workplace, but also contributes to the wellbeing of international staff, who will feel at home more quickly.
Steps have been taken to increase scholarships for international doctoral students so that they are better remunerated relative to their Belgian colleagues. However, not all inequalities have been eliminated. We recognise that the current bursary status brings structural limitations, which apply not only to foreign bursaries. Therefore, the legal position of all doctoral students must be reviewed. We do this in close consultation with the relevant parties.
Additionally, we continue to focus on an inclusive work environment where all staff members feel supported in their professional and personal lives. This includes initiatives such as a ‘dual career’ programme for partners of international staff, which is also a form of incentive for ZAP. In this way, we strengthen UGent as an attractive and social employer for international talent.