HR Policy

Introduction

Our HR Policy will enable us to act holistically, thinking across academic environments, roles and campuses.

A good HR Policy is about what we say and what we do and ensuring consistency between words and actions.

Managers and employees at Østfold University College are mutually obliged to work towards achieving the objectives and demonstrating the attitudes set out in this document.

Mission statement

Østfold University College is an organisation founded on trust, equality and academic pride and boasts a study and working environment in which participation, equality, well-being and mutual respect are all safeguarded. All activities are characterised by high quality, curiosity and collaboration.

Our study programmes help our students to become reflective and socially engaged. Transparency, diversity, ethical awareness and knowledge-sharing characterise all activities at the University College.

Based on our mission statement, we emphasise

• transparent processes, good communication and active dialogue between management and employees regarding the operation and development of the organisation
• positive responses to individual efforts and initiative
• mutual respect and tolerance in interactions between colleagues
• stringent requirements in relation to expertise, efforts and results
• good academic and collegial support and good opportunities for further development
• transparency and security during restructuring processes

All employees must do their best to realise these values through their day-to-day activities. These values are binding, both internally at the University College and externally. Employees and external partners must find that we comply with our values.

This HR Policy has been adopted by the University College Board as board matter 5/16. This HR Policy shall remain effective until a new HR Policy is adopted by the Board.

Organisation and Management

“One Østfold University College” is about our shared understanding of the way in which we work, collaborate and deal with one another. Together, we share a responsibility for building and further developing our shared identity and culture.

Good management is necessary for the University College to achieve its strategic and operational objectives. Managers will stimulate and lead processes that involve and engage employees to contribute their work efforts and expertise to achieve the objectives of the organisation.

Managers will work in a strategic and future-oriented fashion and shall manage expertise and resources in a way that ensures that the social mission of the University College is fulfilled.

In order to achieve our objectives, Østfold University College requires managers with relevant academic backgrounds and management expertise. Managers must be academically up-to-date and will be given the opportunity to develop in their roles.

Managers are responsible for following up on the University College’s HR policy guidelines and for facilitating and implementing necessary measures.

Together, we will identify good organisational solutions to ensure positive collaboration and communication within our own units, across departments/unit boundaries and between academic communities and the administration.

This means that managers at Østfold University College are responsible for

• promoting a culture of transparency in which information is communicated and disseminated to employees
• involving, motivating, engaging and facilitating employee development
• being open to innovation and creativity
• driving targeted skills development to achieve organisational objectives
• developing their own unit from an overall Østfold University College perspective
• exercising clear management in which responsibilities and authorities are clarified
• simplifying, improving and streamlining work processes
• promoting collaboration across departmental boundaries
• preventing exclusion and conflicts
• facilitating co-determination in line with the Collective Agreement for Civil Servants

Working environment

The provisions and intentions of the Working Environment Act set out the framework for our activities. As well as working on health, safety and the environment (HSE), it is crucial for all employees to have well-defined working and employment conditions.

Good working conditions for all employees will help ensure well-being, quality and service. It is important to create room for flexibility, development and restructuring by facilitating work in such a way as to best utilise human resources.

Østfold University College will be a health-promoting workplace, with

• a good physical working environment in which all employees are protected from damage to health and occupational accidents
• a good psychosocial working environment characterised by respect, transparency, trust, good communication and collaboration

The Working Environment Committee at the University College and the local working environment committees at each campus will work actively to ensure and develop a physical and psychosocial working environment that provides employees with safety, well-being and challenges on a daily basis. The working environment will provide room for and stimulate personal and professional development, collaboration and community.

Østfold University College will have systems in place to examine the physical and psychosocial working environment at all units so that we have the opportunity to develop the working environment at the University College and in individual units. We do this, among other things, by conducting safety rounds and working environment surveys.

The University College’s ability to achieve its objectives will depend on the continuous development and improvement of the working environment for everyone. This will generate increased motivation and provide each employee with the opportunity for personal development. Employee appraisals between managers and employees will be conducted in a planned, systematic and individually adapted manner.

Østfold University College will develop its organisation as a whole through established arrangements for co-determination at all levels and with strong participation from trade unions.

Diversity, inclusion, equality and recognition

Østfold University College will be an open and inclusive venue at which equality, inclusion and diversity perspectives are a natural part of the organisation at all levels. Colleagues with different backgrounds constitute a strength for our activities.

Recognition is about providing constructive, respectful and honest feedback that contributes towards personal and professional development. This is achieved by recognising work that been well performed, but also by providing constructive criticism on any aspects of work that could have been performed better.

The University College will promote diversity by

• working on equality actively, purposefully and in accordance with a plan
• having a conscious approach to recruitment
• being life phase-oriented and taking into account the life situation and professional career stage of individuals
• providing opportunities for work trials and adaptations that contribute to preventing exclusion and ensuring an inclusive working life
• having universally designed solutions so that the workplace can be used regardless of functional ability
• stimulating broad international collaboration through employee mobility

Recruitment Policy

The appointment of a new employee constitutes an important decision for the organisation as a whole.

Our Recruitment Policy will be open and inclusive and will contribute to Østfold University College staff reflecting the composition of society in general. Østfold University College seeks to recruit the candidates that are most qualified for each position. We do this by

• having a targeted recruitment policy to attract and retain well-qualified and attractive employees
• having a recruitment policy that is effective and in line with applicable laws and agreements
• engaging in long-term and holistic planning to recruit and retain talented employees and adapting the overall expertise to the needs of society and the region, as well as the priorities at the University College itself
• ensuring that the overall assessments performed by managers and endorsed by the academic communities result in qualified labour with the desired expertise profile
• ensuring that those who apply for vacant positions at Østfold University College experience an effective and appropriate consideration of their applications and a clear and efficient recruitment process
• being an inclusive workplace, including for persons with disabilities and/or reduced capacity for work

It is therefore important to ensure that the appointment process is carried out in accordance with the following criteria:

• We recruit to meet the needs of the future
  Managers must ensure that a comprehensive assessment of characteristics and expertise is conducted in all recruitment processes, considering not only current needs but also anticipated further developments and needs.
• We strive for diversity
  When recruiting, we do not primarily look for replacements but new employees. We are conscious of the synergies that can be found in differences and strive for a diversity of perspectives, approaches and professional points of view.
• We strive for the University College to have a good reputation
  The reputation of the University College greatly helps influence people’s decisions to apply for positions with us. At the same time, the process and the employee that is appointed also help influence the reputation of the University College. It is important to ensure that all applicants are treated professionally and are left with a positive impression of the University College after completing the recruitment process.

Recruitment is crucial. Managers at Østfold University College are always on the lookout for new employees. Proper and thorough recruitment will ensure that the University College identifies the right person for the position. Good working conditions will ensure that Østfold University College is an attractive option for new applicants. We will contribute towards a positive initial encounter with colleagues and the new workplace.

Salary policy

1. General salary policy principles

The salary policy at the University College has been developed in line with Section 2.3 of the master collective agreement and constitutes an integral part of the HR Policy at Østfold University College. The parties aim for the salary policy to provide a good platform for ensuring consistent, transparent and predictable practices around salary developments. Østfold University College will offer fair conditions and competitive pay within a market in which we seek to recruit, retain and motivate talented employees.

The salary policy and instruments used will help us achieve the strategies and objectives of the University College. Further development of HR policy tools and active use of pay-related mechanisms are important when it comes to stimulating increased quality and goal attainment.

The starting point of the parties is for all employees at Østfold University College to have the opportunity for professional and pay-related development and the parties will collaborate to ensure satisfactory pay conditions for all job categories. Employees who have not benefited from local negotiations within a five-year period should be offered a special assessment of their salary band. Furthermore, there is a mutual goal to conduct overall surveys of the salary levels at the University College every five years.

When determining salaries, the expertise, performance, efforts and seniority of employees must be assessed in relation to the duties, responsibilities, complexity, qualification requirements and salary ranges of the position. Objective criteria will form the basis for determining salaries. The salary policy shall apply across the entire University College. Nevertheless, adjustments may be agreed in situations where local conditions indicate priority and in cases where salary is a key instrument in securing critical expertise at Østfold University College:

• for competitive disciplines
• to fulfil applicable expertise and accreditation requirements
• for the priority areas of the University College

Managers at Østfold University College will have a conscious attitude to how we use pay as one of the instruments in creating initiative, motivation, results achievement, efficiency and quality in work. Each manager will be responsible for ensuring systematic evaluation and follow-up on the pay conditions of each employee through annual assessments.

The salary policy will be operationalised through specific HR and salary policy instruments, including:

• a clear job structure
• indicative job descriptions
• a description of mobility opportunities and career development
• standardised salary bands during recruitment
• documented processes for salary developments
• proper procedures for co-determination

The salary policy principles and the criteria for determining salary must be used both in connection with new appointments and during local negotiations. Salary increases during local negotiations are normally based on individual assessments. At the same time, structural and group-related considerations, the need to correct unreasonable salary differences and other relevant grounds may also be included as elements. Prior to the annual local negotiations, the parties must agree upon the criteria that will be emphasised. These criteria will create predictability and provide the basis for clear prioritisation in negotiations, while the combined, overall criteria of the salary policy are also managed over time.

Managers at all levels will be responsible for ensuring that local salary allocations are financially sound and based on the applicable budgetary priorities and frameworks. Based on the financial means available to the University College, salary-related mechanisms associated with new appointments and local negotiations could be one of multiple instruments. Each year, the parties will address other mechanisms that may affect employee motivation, commitment and development opportunities.

The parties agree that the salary policy must be adapted to changing framework conditions, overarching plans and strategies, changes to the competitive situation, the staffing situation, working environment considerations and other relevant factors. The salary policy will have a long-term effect but must be subject to regular evaluations. The parties agree to revise the salary policy and instruments every two years as a minimum in connection with the government’s central settlement.

2. Teaching and research positions

Østfold University College has an ambition to provide outstanding and socially relevant education, to strengthen professional research and ensure increased collaboration with society and working life. The salary policy will support the need to recruit and retain highly qualified research and teaching personnel and will contribute to the overall expertise of the University College being adapted to Østfold University College’s objectives and ambitions.

Several specialisms at Østfold University College are subject to competition from various quarters. The instruments available in the salary system must therefore be applied actively during new appointments and to retain sought-after expertise. This also entails using the upper part of the salary band for the position so that Østfold University College is, to the extent possible, able to offer a salary level reflecting individual expertise and results. At the same time, other benefits must also be highlighted in order to attract expertise during recruitment.

In addition to considering the level and complexity of the position and the guidelines set out under “General salary policy priority”, Østfold University College will, during salary evaluations, prioritise employees in teaching and research positions that contribute to:

• quality of education, strong study programmes and learning environments
• strengthening student-led learning methods and appropriate application of digital teaching methods
• research performance, publications and artistic development work
• open research
• increased visibility through active dissemination, promotion and accessibility of research-based knowledge
• increased levels of external research funding
• developing collaborations with working life and the business sector
• establishing and developing networks with national and international research and educational institutions
• academic initiatives that support the objectives relating to environmental, social and financial sustainable development
• socially beneficial innovation 
• facilitating collaboration, community and a positive working environment
• initiatives that have resulted in recognition in the form of awards, accolades and similar

3. Administrative and technical positions

Østfold University College has ambitions to develop the University College into an efficient, adaptable organisation for learning with an infrastructure and support services that are well-adapted to the needs of students and University College employees alike. One stated goal is to simplify, improve and modernise the work processes at the University College and this should be reflected in salary policy priorities.

The salary policy will support the need to recruit and retain highly qualified technical and administrative employees. Excellent library services and strong administrative, technical and operational services are prerequisites for realising the University College’s ambitions and the organisation is dependent upon technical and administrative employees that contribute towards outstanding service levels, efficiency, quality and professionalism. Predictable mobility and development opportunities must be facilitated.

In addition to considering the level and complexity of the position and the guidelines set out under “General salary policy priority”, Østfold University College will, during salary evaluations, prioritise employees in administrative and technical positions that contribute to:

• strong technical and administrative services, support and processes that are well-adapted to user needs
• digitalisation, development and modernisation of services, procedures and work processes
• managing complex tasks that require high levels of specialisation
• high-quality advice/supervision/training
• taking the initiative and demonstrating independence and flexibility in their work
• targeted and relevant development of their own expertise
• facilitating collaboration, community and a positive working environment
• positive collaborations with teaching and research staff, students, managers and external partners

4. Management positions

Østfold University College has introduced unified leadership for most management positions at all levels of the organisation, with managers that hold both academic and administrative responsibilities. This also includes HR and financial responsibilities.

The content and expectations of management roles, as well as individual pay, varies depending on organisational level, performance responsibility, expertise requirements and authority. Nevertheless, all managers at Østfold University College have a responsibility to work with employees, their organisations and other involved parties to achieve good results. Leadership must be exercised in line with basic democratic values, the overall strategies and objectives of the University College and within the frameworks set out by applicable laws, regulations and government agreements.

Managers at the University College are responsible for organising and distributing work in an appropriate manner and ensuring that the overall expertise of the unit is used to achieve high-quality results. The University College emphasises the importance of HR management being exercised in a manner that is motivating and creates commitment, with managers and employees working together to develop a positive organisation and working environment. The organisation and distribution of work will facilitate transparency and dialogue-based collaboration.

In order to contribute towards efficient use of resources, managers at Østfold University College must also be willing to prioritise and act in order to develop processes to promote quality and productivity and stimulate results. The salary level of individual managers will be evaluated based on the responsibilities and complexity of the role, the manager’s expertise and management skills, achievement of results and facilitation of a positive working environment.

In addition to considering the level and complexity of the position and the guidelines set out under “General salary policy priority”, Østfold University College will, during salary evaluations, prioritise managers that contribute to:

• achievement of results linked to the objectives and ambitions of the University College
• facilitating strong collaboration processes with superior levels, management colleagues, other units at Østfold University College, employees and elected representatives
• developing a culture of collaboration through transparency, dialogue and involvement
• actively working to utilise ICT to streamline and develop core activities and services
• establishing external partnerships and participating in external networks
• clear lines of responsibility, distribution of duties and communication within their own unit, promoting collaboration, clarity of roles and effective use of resources
• the University College appearing as an attractive employer at which the expertise, talents and ideas of employees are utilised  
• meeting new challenges through targeted recruitment, internal expertise mobilisation and systematic skills development
• developing strong, interdisciplinary learning environments and a health-promoting, inclusive and diverse working environment
• preventing and resolving conflicts
• quality assurance by managing and utilising the potential of laws and agreements
• taking responsibility in decision-making processes, involving employees and elected representatives and ensuring legitimacy through these processes to implement decisions
• developing their own leadership skills

The following are also emphasised for academic managers:

• strong, effective management and quality assurance of teaching activities
• stimulating increased research activities, research results and externally funded projects
• management and facilitation of the dissemination of research
• initiating and facilitating academic initiatives that contribute to environmental, social and financial sustainable development

Expertise and skills development

Østfold University College values both academic and personal qualifications. We find that it is the interaction between academic and personal qualifications that makes employees qualified and it is the professional behaviour of employees that generates results.

Østfold University College will ensure increased quality through targeted skills development. Skills development will support the overall strategy, objectives, priority and development areas of the University College.

Skills development opportunities must be adapted to the needs and requests of the individual employee. This is subject to these needs and wishes corresponding to the needs of the University College.

Skills development is important at all levels of the organisation, because

• high levels of expertise on the part of teaching and research employees constitutes a prerequisite for providing high-quality research-based teaching and relevant research
• high levels of expertise on the part of technical and administrative staff contribute to strong services
• this provides individual employees with the opportunity for internal advancement

Through targeted skills development, Østfold University College will

• stimulate both vertical and horizontal career paths
• support activities that contribute to quality, efficiency and professionalism in all parts of the organisation
• strengthen expertise among HR management
• strengthen digital expertise
• increase external research funding through additional project applications
• promote interdisciplinary collaboration through a dynamic working and research environment
• provide all employee groups with equal opportunities for professional development

The responsibilities of the employee
In order to perform their duties satisfactorily, employees have a responsibility for acquiring the necessary knowledge and skills.

The responsibilities of the employer
Managers are responsible for ensuring that employees receive relevant training and the opportunities for further development that are necessary for the individual to perform their duties in a professional manner.

Managers must keep an overview of available expertise through skills surveys and will contribute to ensuring that the expertise of the unit develops in the desired direction.

Updated 05/04/2016 in accordance with University College Board matter 5/16.
This Salary Policy was revised in 2021 and approved by the parties on 20 October 2021