Human resources
The fact sheets have been developed to serve as practical guides with detailed information on individual topics relating to the areas for action, and refer to further literature and standards.
Here you will find all fact sheets addressing the areas for action relating to human resources. Their contents are summarised as short abstracts here. Each fact sheet is available for download as a PDF file, currently only in German.
Training
Area for actionService-oriented personnel management
The research process at non-university research institutions is greatly supported by technical and administrative personnel. This refers to people who have successfully completed manual, industrial-technical, commercial, or other vocational training (e.g. laboratory assistant, mechanic, or office clerk). Due to demographic change and the fact that more and more school leavers are aiming for university studies, the shortage of skilled labour is clearly noticeable. Vocational training is one way to secure the skilled labour base in the long term. This includes dual training (Chamber of Industry and Commerce and company) and dual studies (university of applied sciences and company). By providing vocational training, a company not only secures its own skilled labour, but at the same time demonstrates social responsibility, which is particularly important for publicly funded institutions.
Fixed terms
Area for actionCareer development and planning
An essential component of future-oriented human resources management is the responsible handling of fixed-term employees. For non-university research institutions, fixed-term employment contracts are a natural part of HR policies and personnel work. The reasons for this lie, on the one hand, in the funding model of the research institutions and, on the other hand, in the variable expertise necessary in a dynamic research environment as well as the obligation to enable young scientists to develop professionally and personally in an innovative working environment and to prepare their further career path in business, science, or self-employment. For non-university research, attracting, retaining, and developing excellent personnel are key factors. The orientation of human resources management and its instruments must be adapted to current and future requirements. This also includes initiating internal procedures for the responsible handling of fixed-term contracts.
Diversity
Area for actionCareer development and planning
The guiding principle of diversity is the appreciation of differences in employees. Diversity means variety, and refers to similarities and differences such as gender, age, migration, religion, disability, sexual identity, culture, and education. Managing diversity means using this diversity effectively in a way that adds value. Different perspectives enable non-university research institutions to take different needs and contexts better into account. A diversity approach is about promoting diversity by taking a holistic view of the employees. At the same time, it is about identifying areas for action to improve working life. Employees should find themselves in their different and common needs. Different experiences, life phases, or life situations are a motor for creative ideas and concepts and thus for innovations. The long-term goal is an organisational culture that values and promotes diversity at all levels.
Leadership
Area for actionCareer development and planning
Leadership has a central influence on satisfaction and on the maintenance and promotion of mental health of employees in research organisations. Leaders therefore carry great responsibility towards their employees, and contribute significantly to the success of the organisation. In this fact sheet, the focus of leadership is on human resources and employee management, which is concerned with successfully shaping cooperation between managers and employees. As a key function in organisations, it promotes the achievement of goals and the fulfilment of tasks as well as the strengthening and cohesion of groups. HR management is cooperation between managers and employees based on appreciation, recognition, respect, and fairness. It is oriented along the standard values, the overall strategy, and the personnel policy or guidelines of the organisation.
Health management
Area for actionCareer development and planning
Combining a professional career with a healthy lifestyle is an important task for young scientists, experienced researchers, and supporting employees. Staying healthy and productive more than just a personal responsibility; it is an important concern for employers that goes beyond the legal requirements for occupational health and safety. A holistic approach is needed that deals with the workplace, tasks, and organisation as well as the structural and individual conditions, and designs these in a needs-oriented manner. The concept of "occupational health management" contributes to promoting and maintaining the health and well-being of employees and thus ensures the future viability of the research institution. At the same time, it stands for a high appreciation of employees from the management level and for the perception of social responsibility. Occupational health management promotes the corporate image, the corporate culture, and thus the attractiveness for applicants.
Internationality
Area for actionNetworking and cooperation
International cooperation and networking are a constitutive part of scientific work and are therefore already firmly anchored in the science system in many forms. In recent decades, they have been further strengthened and intensified, particularly in the European Research Area (for example, through the EU Research Framework Programmes, Horizon 2020, etc.) and through targeted internationalisation strategies of research institutions. Scientific personnel exchange, as German personnel staying abroad and excellent scientists attracted from abroad for guest stays in research organisations, for example, is an important goal that promotes international networking. Human resources management has the task of supporting and accompanying the international activities with expertise in taxation as well as the legalities of labour, insurance, and residence. Concrete measures for operationalising these measures are described in the respective fact sheets (e.g. diversity, or human resources development).
Personnel support
Area for actionService-oriented personnel management
In the knowledge-based working world of non-university research institutions, employees represent a core value. The knowledge, flexibility, professional competence, and innovativeness of employees are the cornerstones of innovative research. Service-oriented personnel support contributes to the well-being of employees and supports their personal and organisational success. Only through the scientific achievements of their employees can non-university research institutions maintain and improve their scientific performance and competitiveness. In order to be able to focus on their actual work tasks, they need coherent framework conditions. In order to provide life-phase-oriented support and to meet the needs of employees, future-oriented personnel support must provide both organisational regulations and individual freedom.
Employee development
Area for actionCareer development and planning
Employee development is a core strategic and long-term task of the research institution that encompasses all measures for the education, promotion, and development of employees and teams as well as the support of organisational change processes. In this context, employee development acts on both the position-oriented and the qualification-oriented level. It relates to employees at all hierarchical levels in the scientific and science-supporting areas of the organisation, and places special focus on securing the key positions occupied by high-potential employees of the research organisation. It supports career, professional, and personal development through qualification and continued training of employees, and is an essential factor in the promotion of young scientists for reliable professional prospects and career paths within and outside the science system.
Personnel marketing
Area for actionCareer development and planning
Excellent scientists and well-trained specialists are in high demand. The fact sheet Personnel Marketing aims to consciously, actively, and systematically secure non-university research institutions with qualified employees. Thematically, personnel marketing is about both internal and external marketing. The long-term aspect of personnel marketing is particularly important. Thus, the desired result is not only the demand-oriented acquisition of talent, but also the positive retention of employees at the research institution. In this context, employer attractiveness, scientific reputation, and employer branding play a central role and support the positioning of the research institution on the employer and employee market. Interesting employers have high recognition value, and the employer brand becomes more important than ever for employees, potential applicants, and the research institution.
Personnel strategy
Area for action Integrative strategic planning
The human resources strategy provides a framework for future-oriented and socially responsible human resources management that accounts for current challenges and future developments. It considers both the strategic and the sustainability-related objectives of the organisation, as well as the life-phase-oriented development and qualification needs of the employees. The strategy identifies and integrates important organisation-specific topics for employees and the organisation, and defines decision-making processes and responsibilities. Strategically, human resources management is both service-oriented and actively formative for the further development of human resources topics. Human resources management is an important strategic partner for the management and implementation of organisational objectives.
Networking and alumni
Area for actionNetworking and cooperation
Networking is an important boundary condition for the quality of research in the science system. This also applies to human resources management, which is challenged by national and international scientific cooperation and networks to deal competently and flexibly with the diverse and complex issues of personnel development. By networking human resources management within the science system with other non-university research institutions and universities or with social actors such as companies or municipalities, for example, the exchange of knowledge and experience for the continuous development of competencies in human resources management itself can be supported, and synergies can be used for employee development opportunities, for example.
Networking with alumni also enables research organisations to continue cooperating with former experienced researchers, to strengthen the profile of the institution, or to recruit alumni for advisory activities and give young researchers insights into various professional fields. Alumni can be used to strengthen cooperation with their academic institutions, companies, or social organisations.