Performance Management at ETH Zurich

CESAER HR Conference 2014 «Human Resources in Academia»

Performance Management at ETH Zurich



New autonomy with revised ETH Law and revised laws

on federal personnel and pensions



With new autonomy the significance of management

increased at all levels



Establishing a new management culture was and remains

important task for ETH’s leaders



Introduction of:



Leadership principles



Appraisal interview



New salary system

| |

Human Resources



The ETH Zurich leadership principles are an expression

of our commitment to a

cooperative, open and fair

leadership culture



The leadership principles are clearly formulated and are

an expression of

leadership values.

They

provide

guidelines for personnel management at all levels and

functions



These principles are based on the ETH Zurich mission

statement and mirror its values and position on employee

leadership.

3



According to the Personnel Ordinance for the ETH

Domain supervisors must conduct an appraisal interview

with their employees at least once a year



Supervisors conduct an appraisal interview with their

employees



To review the current situation



To assess performance



To develop personnel



With an opportunity for feedback on supervisors’ management

style

Employee Survey 2012: Appraisal Interview

Employees who had appraisal interviews in 2008 : 85%

Was the appraisal conducted in the spirit of an appraisal for development? Were objectives and expectations agreed for the year ahead?

Was your performance evaluated appropriately?

Have you taken part in a staff appraisal? 37% 42% 68% 72% 65% 71% 36% 33% 22% 20% 27% 24% 26% 24% 10% 7% 8% 5% 0% 100% 12% 82% 2012 2008 2012 2008 2012 2008 (employees in the salary system) no answer

Salary System (1/3)

The salary system of ETH Zurich is based on



Function



Experience

Salary System (2/3)



Fifteen functional grades



Functional job descriptions (catalogue)



Official performance review (appraisal interview)



Special regulations:



Assistants/doctoral students (fixed rates for 1

_/2

_/3

_year)



Post-doctoral students (fixed rates for 1

_/2

_/3

_year)

Salary System (3/3)

Years at Function Level CHF C B A A+ A++ 100% 115% 85% +/- 15% 122,5% 104,125% 140,875%

*

Sections of increased experience

I

II

III

IV

0

0%

Integration at a National Level

ETH Zurich Research institutions

EPF Lausanne

National network of technical universities and research institutions Joint strategic management and supervisory body: ETH Board

Federal Department of Economic Affairs, Education and Research EAER

Organization

Ombudsmen

Civil, Environmental and Geomatic Engineering Architecture Architecture and Civil Engineering Computer Science Information Technology and Electrical Engineering

Mechanical and Process Engineering Engineering Sciences Chemistry and Applied Biosciences Physics Mathematics Natural Sciences and Mathematics

Health Sciences and Technology Environmental Systems Science Earth Sciences System-oriented Natural Sciences

Humanities, Social and Political Sciences Management, Technology and Economics Management and Social Sciences University Assembly President Vice President Finance and Controlling

Vice President Human Resources and

Infrastructure Vice President Research

and Corporate Relations Rector

16 departments Executive Board

Key Statistics

2000 2010 2013 Percentage _{women international} Percentage

Students (Headcount) 10,693 16,343 18,178 31% 37%

of which Bachelor students n. a. 7,483 8,444 30% 19%

of which Master students n. a. 4,233 4,778 30% 38%

of which Doctoral students 2,261 3,507 3,889 31% 68%

Professors (Headcount, includes dual professors) 351 446 497 13% 68%

Professors (full-time equivalents) 333 413 466 13% 69%

Personnel (full-time equivalents) 5,464 7,284 7,914 32% 54%

of which scientific staff 3,390 4,479 4,925 28% 69%

Expenditure (CHF million) 1,059 1,359 1,512

of which federal financial contribution 915 1,082 1,147

Mission

_{Human Resources supports ETH Zurich’s teaching and research}

by employing committed and motivated employees and by

encouraging and optimizing individual potential. This involves

the continuous development of university-specific recruitment,

work environment and employee development concepts.

Main

activities

•

Smooth functioning of personnel administration and payroll

processing

•

Expedient reporting and controlling of personnel budgets

•

Advising and supporting of employees and supervisors in all

personnel matters

•

Safeguarding and cultivating personnel-related and

organizational resources

HR Facts & Figures

Human Resources Staff 2003 2007 2010 2013

Management 4 4 5 3

Personnel & Organizational Development 7 8 8 7

Personnel Consulting 7 8 7 13

Personnel Administration 16 16 19 19

Business Organization & Projects 3

Vocational Training 3 1 1 3

Diversity 3

Career Center 2 4

Total 40 37 42 52

Leadership Principles (1/2)

Leadership with awareness

As a supervisor, I assume responsibility and take decisions. I act

on careful reflection and self-critically, and am conscious of my

function as a role model.

Goal and development oriented leadership

My employees identify with their tasks and know their goals. I

assume responsibility for jointly formulating these objectives. As a supervisor, I encourage employees to take personal responsibility for their actions, support them in achieving their goals and

evaluate these carefully.

Open information policy

I inform people quickly, clearly and comprehensively. My openness and honesty create trust. I maintain direct and respectful

Leadership Principles (2/2)

Active support for personal development

I know the potential of my employees, develop potential

professional and personal perspectives together with them

and encourage them with appropriate tasks.

Encouragement of team spirit

As a supervisor, I am part of my team. I promote cooperation in the team and integrate the diverse interests and personalities

within it.

Affecting change

ETH Zurich is changing and developing as a learning

organisation. I actively shape these changes with my employees

by incorporating and utilising potential and know-how at all levels.

Scientific Career Paths

(Research Grant) Senior assistant

Associate professor

Full professor

Assistant professor Assistant professor

(SNF-Professorship) Assistant professor (Tenure Track) S en io r S ci en ti st

Development Opportunities for Scientists

Doctoral student / assistant I

Postdoc / assistant II Senior assistant I Senior assistant II Scientific assistant I Scientific assistant II Scientific collaborator I Scientific collaborator II Senior scientist I Senior scientist II

Decision by Executive board

Decision by Executive board

Function level 9 10 11 12 13