NeIC HR Policy

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NeIC​ ​HR​ ​Policy

NeIC’s​ ​vision​ ​is​ ​to​ ​become​ ​a​ ​global​ ​role​ ​model​ ​for​ ​cross-border​ ​distributed​ ​and​ ​sustainable e-infrastructure​ ​services.​ ​NeIC​ ​aims​ ​to​ ​provide​ ​a​ ​stimulating,​ ​high​ ​quality​ ​working environment​ ​for​ ​its​ ​staff.​ ​​ ​NeIC​ ​should​ ​function​ ​as​ ​an​ ​instrument​ ​for​ ​collaboration​ ​between the​ ​national​ ​e-infrastructure​ ​provide​rs​ ​or​ ​with​ ​domain​ ​e-infrastructure​ ​projects​ ​that​ ​are complementary​ ​to​ ​the​ ​national​ ​e-infrastructure​ ​providers’​ ​capabilities. The​ ​purpose​ ​of​ ​this​ ​Human​ ​Resource​ ​(HR)​ ​policy​ ​is​ ​to​ ​attract​ ​competent​ ​staff​ ​members​ ​by defining​ ​attractive​ ​working​ ​conditions​ ​and​ ​opportunities.​ ​The​ ​NeIC​ ​staff​ ​are​ ​those​ ​personnel contracted​ ​in​ ​NeIC​ ​operations​ ​or​ ​projects.​ ​Elements​ ​of​ ​the​ ​present​ ​policy​ ​is​ ​also​ ​relevant​ ​for participants​ ​in​ ​NeIC​ ​governance,​ ​including​ ​advisory​ ​groups,​ ​steering​ ​groups​ ​and​ ​board.

This​ ​NeIC​ ​HR​ ​Policy​ ​will​ ​be​ ​updated​ ​regularly​ ​based​ ​on​ ​relevant​ ​interaction​ ​with​ ​the​ ​staff and​ ​organisations​ ​NeIC​ ​is​ ​in​ ​collaboration​ ​with,​ ​such​ ​as​ ​regular​ ​surveys.

NeIC​ ​HR​ ​policies​ ​and​ ​local​ ​staff​ ​policies

Under​ ​normal​ ​circumstances,​ ​employer​ ​responsibility​ ​and​ ​employment​ ​shall​ ​not​ ​be​ ​changed for​ ​employees​ ​who​ ​participate​ ​in​ ​a​ ​NeIC​ ​project.​ ​The​ ​NeIC​ ​HR​ ​Policy​ ​therefore​ ​only complements​ ​the​ ​local​ ​staff​ ​policies​ ​at​ ​the​ ​staff​ ​member’s​ ​host​ ​organization.​ ​For​ ​regulations beyond​ ​those​ ​described​ ​in​ ​this​ ​document,​ ​please​ ​refer​ ​to​ ​the​ ​HR​ ​policies​ ​of​ ​the​ ​host organization.

Competence​ ​development​​ ​opportunities

Career​ ​development​ ​is​ ​one​ ​of​ ​the​ ​ways​ ​NeIC​ ​creates​ ​a​ ​stimulating​ ​workplace​ ​for​ ​its​ ​staff. Each​ ​staff​ ​member​ ​should​ ​be​ ​an​ ​even​ ​more​ ​experienced​ ​and​ ​capable​ ​employee​ ​after​ ​her contract​ ​with​ ​NeIC​ ​has​ ​ended.​ ​NeIC​ ​actively​ ​encourages​ ​personal​ ​skills​ ​development​ ​and therefore​ ​covers​ ​the​ ​cost​ ​of​ ​competence​ ​building​ ​activities​ ​that​ ​are​ ​of​ ​relevance​ ​for​ ​the​ ​work the​ ​staff​ ​member​ ​is​ ​contracted​ ​to​ ​do.​ ​Competence​ ​development​ ​contributes​ ​to​ ​NeIC employees​ ​being​ ​motivated,​ ​and​ ​having​ ​the​ ​skills​ ​and​ ​qualifications​ ​needed​ ​to​ ​fulfill​ ​their duties​ ​in​ ​an​ ​effective​ ​and​ ​satisfactory​ ​manner.​ ​Any​ ​competence​ ​building​ ​activity​ ​which​ ​has​ ​an economic​ ​cost​ ​must​ ​be​ ​approved​ ​by​ ​the​ ​person​ ​responsible​ ​for​ ​the​ ​relevant​ ​budget beforehand.​ ​The​ ​annual​ ​face​ ​to​ ​face​ ​development​ ​meeting​ ​between​ ​staff​ ​and​ ​NeIC​ ​managers is​ ​one​ ​opportunity​ ​where​ ​development​ ​needs​ ​will​ ​be​ ​assessed,​ ​but​ ​both​ ​staff​ ​and​ ​NeIC manager​ ​can​ ​also​ ​suggest​ ​competence​ ​development​ ​opportunities​ ​as​ ​needs​ ​arise.

As​ ​examples,

  • NordForsk​ ​has​ ​a​ ​Tieto​ ​membership​ ​to​ ​offer​ ​Practical​ ​Project​ ​Steering​ ​Courses​ ​to​ ​NeIC staff​ ​and​ ​participants​ ​in​ ​NeIC​ ​governance;
  • NeIC’s​ ​governing​ ​bodies,​ ​such​ ​as​ ​the​ ​board,​ ​may​ ​request​ ​targeted​ ​seminars​ ​or external​ ​advice​ ​to​ ​enhance​ ​their​ ​work​ ​or​ ​broaden​ ​perspectives​ ​and​ ​increase competencies​ ​in​ ​key​ ​areas;
  • Job-specific​ ​training​ ​opportunities​ ​i.e.​ ​workshops​ ​and​ ​conferences;
  • Each​ ​year​ ​NeIC​ ​will​ ​organize​ ​an​ ​All​ ​Hands​ ​meeting​ ​for​ ​all​ ​its​ ​staff,​ ​which​ ​includes​ ​a combination​ ​of​ ​vocational,​ ​professional​ ​and​ ​social​ ​development,​ ​as​ ​well​ ​as​ ​facilitating network​ ​building​ ​with​ ​e-infrastructure​ ​experts​ ​across​ ​the​ ​Nordic​ ​region.

Also,​ ​staff​ ​gain​ ​experience​ ​in​ ​working​ ​and​ ​collaborating​ ​across​ ​the​ ​Nordic​ ​region​ ​during​ ​their time​ ​with​ ​NeIC,​ ​and​ ​they​ ​will​ ​be​ ​part​ ​of​ ​a​ ​network​ ​of​ ​like-minded​ ​people​ ​across​ ​the​ ​Nordics. NeIC​ ​alumni​ ​will​ ​therefore​ ​go​ ​back​ ​to​ ​their​ ​institutions​ ​with​ ​the​ ​experience​ ​and​ ​network needed​ ​to​ ​lead​ ​or​ ​work​ ​on​ ​Nordic​ ​collaborative​ ​projects.​ ​In​ ​this​ ​way,​ ​time​ ​spent​ ​as​ ​a​ ​NeIC staff​ ​benefits​ ​both​ ​the​ ​host​ ​organization,​ ​and​ ​the​ ​staff​ ​members​ ​themselves,​ ​while​ ​supporting the​ ​NeIC​ ​objective​ ​of​ ​building​ ​effective​ ​collaborations​ ​across​ ​the​ ​Nordics.

Competence​ ​development​ ​process:​ ​Face​ ​to​ ​face​ ​time​ ​with​ ​NeIC​ ​managers

NeIC​ ​staff​ ​with​ ​a​ ​minimum​ ​of​ ​25%​ ​FTE​ ​commitment​ ​have​ ​the​ ​right​ ​to​ ​one​ ​private​ ​face​ ​to​ ​face meeting​ ​with​ ​the​ ​relevant​ ​NeIC​ ​manager​ ​throughout​ ​the​ ​year.​ Dialogues can also be arranged with staff with a lower commitment or on request. ​In​ ​practice,​ ​all​ ​NeIC​ ​staff members​ ​as​ ​a​ ​minimum​ ​meet​ ​with​ ​their​ ​relevant​ ​project​ ​manager,​ ​project​ ​managers​ ​meet with​ ​relevant​ ​project​ ​owners,​ ​and​ ​project​ ​owners​ ​meet​ ​with​ ​the​ ​NeIC​ ​Director.​ ​​ ​These meetings​ ​are​ ​opportunities​ ​for​ ​mapping​ ​out​ ​the​ ​individual​ ​need​ ​for​ ​skills​ ​and​ ​competence building​ ​activities,​ ​such​ ​as​ ​courses,​ ​training​ ​and​ ​conferences.​ ​The​ ​meetings​ ​are​ ​also opportunities​ ​for​ ​mutual​ ​feedback​ ​between​ ​the​ ​staff​ ​member​ ​and​ ​the​ ​NeIC​ ​manager.​ ​Staff member​ ​and​ ​NeIC​ ​manager​ ​should​ ​together​ ​coordinate​ ​and​ ​assess​ ​each​ ​other's​ ​performance, develop​ ​communications,​ ​identify​ ​any​ ​possible​ ​hindrances​ ​and​ ​disincentives,​ ​along​ ​with potentials​ ​for​ ​improvement.​ ​This​ ​conversation​ ​should​ ​also​ ​include​ ​a​ ​discussion​ ​on​ ​how​ ​NeIC can​ ​best​ ​support​ ​its​ ​personnel​ ​to​ ​progress​ ​towards​ ​desired​ ​accomplishments​ ​and​ ​increased efficiency.

These​ ​meetings​ ​should​ ​be​ ​well​ ​planned​ ​conversations​ ​in​ ​confidence​ ​between​ ​the​ ​staff member​ ​and​ ​NeIC​ ​manager​ ​with​ ​the​ ​clear​ ​goal​ ​of​ ​being​ ​productive​ ​for​ ​both.​ ​Both​ ​partners have​ ​a​ ​shared​ ​responsibility​ ​for​ ​ensuring​ ​that​ ​the​ ​development​ ​dialogue​ ​is​ ​constructive.​​ ​A template​​ ​with​ ​suggested​ ​preparation​ ​questions​ ​is​ ​available.​ ​Face​ ​to​ ​face​ ​meetings​ ​need​ ​to​ ​be​ ​a safe​ ​forum​ ​for​ ​staff​ ​members​ ​to​ ​discuss​ ​work​ ​related​ ​matters​ ​in​ ​an​ ​open​ ​and​ ​transparent​ ​way. This​ ​does​ ​not​ ​substitute​ ​for​ ​ongoing​ ​contact​ ​and​ ​follow​ ​up​ ​between​ ​NeIC​ ​manager​ ​and​ ​staff throughout​ ​the​ ​year,​ ​but​ ​supplements​ ​this​ ​giving​ ​both​ ​the​ ​staff​ ​member​ ​and​ ​the​ ​manager​ ​a more​ ​systematic​ ​and​ ​planned​ ​discussion​ ​on​ ​needs,​ ​requirements,​ ​goals,​ ​planning​ ​and assessments.

At​ ​the​ ​end​ ​of​ ​each​ ​project​ ​cycle​ ​or when leaving ​NeIC staff​ ​members​ with a minimum of 25% FTE commitment ​will​ ​​be​ ​invited​ ​to​ ​private​ exit ​interviews​ ​with​ ​their NeIC​ ​manager​ ​to​ ​exchange​ ​feedback​ ​on​ ​their​ ​experience​ ​working​ ​for​ ​the​ ​specific​ ​project​ ​at​ ​NeIC.

To​ ​ensure​ ​that​ ​the​ ​staff​ ​member​ ​receives​ ​an​ ​appropriate​ ​level​ ​of​ ​recognition​ ​for​ ​their competence​ ​development​ ​and​ ​commitment,​ ​project​ ​personnel​ ​and​ ​the​ ​host​ ​organisation​ ​may request​ ​an​ ​annual​ ​statement​ ​from​ ​their​ ​NeIC​ ​manager​ ​to​ ​use​ ​as​ ​input​ ​to​ ​local​ ​development talks​ ​within​ ​their​ ​home​ ​organization​ ​stating​ ​what​ ​tasks​ ​they​ ​have​ ​been​ ​involved​ ​in.​ ​The format​ ​of​ ​this​ ​annual​ ​statement​ ​could​ ​be​ ​written​ ​or​ ​oral;​ ​or​ ​this​ ​could​ ​for​ ​example​ ​be​ ​a written​ ​report​ ​by​ ​project​ ​personnel​ ​themselves,​ ​based​ ​on​ ​this​ ​list​ ​of​ ​tasks,​ ​for​ ​project manager’s​ ​approval.​ ​This​ ​should​ ​be​​ ​a​ ​way​ ​to​ ​enable​ ​the​ ​home​ ​organization​ ​to​ ​find​ ​synergies with​ ​other​ ​local​ ​work.​ ​Leaving​ ​a​ ​negative​ ​report​ ​in​ ​an​ ​annual​ ​report​ ​should​ ​be​ ​seen​ ​as​ ​a​ ​last resort.​ ​Any​ ​potential​ ​arising​ ​issues​ ​should​ ​have​ ​been​ ​addressed​ ​as​ ​early​ ​as​ ​possible​ ​and​ ​as locally​ ​as​ ​possible,​ ​first​ ​between​ ​NeIC​ ​manager​ ​and​ ​staff,​ ​in​ ​the​ ​NeIC​ ​project​ ​office,​ ​within the​ ​steering​ ​group​ ​and/or​ ​in​ ​dialogue​ ​with​ ​the​ ​contract​ ​partner.

The recommended path for escalation is as follows:

  1. Sub-project manager / work package lead
  2. Project manager
  3. Project manager and project owner in a one to one discussion
  4. Project owner plus respective steering group member (plus project manager if necessary)
  5. NeIC Executive Team
  6. Project Steering Group

In exceptional circumstances, advice on how to solve the issue can be inquired directly from the project owner or the NeIC Executive Team. The involvement of the local line manager at the hosting institution happens around steps 2-4 based on the project managers or later project owner assessment of the situation.

Staff​ ​mobility

NeIC​ ​is​ ​generally​ ​in​ ​favor​ ​of​ ​mobility.​ ​Therefore​ ​NeIC​ ​collaboration​ ​agreement​ ​should​ ​allow for​ ​a​ ​flexible​ ​arrangement​ ​enabling​ ​NeIC​ ​staff​ ​to​ ​change​ ​host​ ​institutions,​ ​while​ ​still​ ​being part​ ​of​ ​the​ ​NeIC​ ​project.​​ ​​Moving​ ​competent​ ​staff​ ​between​ ​different​ ​host​ ​institutions contributes​ ​to​ ​local​ ​competence​ ​building​ ​and​ ​NeIC​ ​is​ ​generally​ ​in​ ​favor​ ​of​ ​mobility​ ​between the​ ​institutions. Accomplishing​ ​this​ ​will​ ​require​ ​coordination​ ​and​ ​agreement​ ​amongst​ ​the​ ​associated organizations​ ​to​ ​ensure​ ​that​ ​all​ ​employment​ ​requirements​ ​and​ ​project​ ​goals​ ​can​ ​be​ ​met.​ ​​ ​This is​ ​related​ ​to​ ​recruiting​ ​highly​ ​qualified​ ​staff​ ​for​ ​NeIC​ ​from​ ​outside​ ​the​ ​Nordics​ ​and​ ​finding​ ​a suitable​ ​hosting​ ​institution.​ ​In​ ​both​ ​of​ ​these​ ​cases,​ ​NeIC​ ​will​ ​try​ ​to​ ​accommodate​ ​this whenever​ ​possible. Temporary​ ​mobility​ ​of​ ​NeIC​ ​staff​ ​between​ ​institutions​ ​for​ ​periods​ ​of​ ​up​ ​to​ ​six​ ​months​ ​is​ ​also encouraged​ ​and​ ​will​ ​be​ ​considered​ ​on​ ​a​ ​case-by-case​ ​basis.

Recruitment

The​ ​NeIC​ ​Director,​ ​with​ ​assistance​ ​from​ ​the​ ​relevant​ ​Steering​ ​Group,​ ​is​ ​responsible​ ​for recruitment​ ​for​ ​management​ ​positions.​ ​Project​ ​managers,​ ​with​ ​assistance​ ​from​ ​the​ ​project steering​ ​group,​ ​are​ ​responsible​ ​for​ ​recruitment​ ​of​ ​project​ ​staff.​ ​The​ ​formal​ ​partners​ ​of​ ​the project​ ​may​ ​suggest​ ​candidates​ ​for​ ​staff​ ​positions,​ ​with​ ​the​ ​final​ ​approval​ ​from​ ​the​ ​project manager.

It​ ​is​ ​expected​ ​that​ ​selected​ ​candidates​ ​are​ ​employed​ ​at​ ​or​ ​will​ ​enter​ ​into​ ​employment​ ​in​ ​a relevant​ ​organization,​ ​such​ ​as​ ​o​ne​ ​of​ ​the​ ​national​ ​provider​ ​organisations​ ​or​ ​a​ ​research institution.​ ​In​ ​cases​ ​where​ ​it​ ​is​ ​challenging​ ​to​ ​find​ ​specific​ ​expertise,​ ​NeIC​ ​might​ ​recruit​ ​from outside​ ​the​ ​Nordic​ ​region.​ ​Individuals​ ​with​ ​particularly​ ​valuable​ ​expertise​ ​from​ ​outside​ ​the Nordics​ ​must​ ​also​​ ​​be​ ​offered​ ​a​ ​position​ ​w​ith​ ​a​ ​relevant​ ​organization​ ​that​ ​is​ ​supportive​ ​of​ ​the project.

The​ ​main​ ​criteria​ ​in​ ​selecting​ ​new​ ​members​ ​of​ ​staff​ ​is​ ​competence​ ​and​ ​the​ ​ability​ ​to effectively​ ​contribute​ ​to​ ​the​ ​goals​ ​of​ ​NeIC.​ ​A​ ​secondary​ ​consideration​ ​for​ ​NeIC​ ​is​ ​to​ ​achieve​ ​a balanced​ ​composition​ ​of​ ​staff​ ​members​ ​from​ ​all​ ​the​ ​five​ ​Nordic​ ​countries.

NeIC​ ​covers​ ​in​ ​general​ ​25-80%​ ​of​ ​each​ ​of​ ​its​ ​staff’s​ ​person​ ​months,​ ​giving​ ​national​ ​providers additional​ ​incentive​ ​to​ ​hire​ ​new​ ​staff.​ ​Smaller​ ​slices​ ​of​ ​a​ ​person's​ ​work​ ​force​ ​are​ ​not encouraged​ ​and​ ​should​ ​only​ ​be​ ​considered​ ​in​ ​cases​ ​with​ ​special​ ​synergies​ ​to​ ​allow​ ​for​ ​a predictable​ ​and​ ​balanced​ ​working​ ​load​ ​that​ ​is​ ​still​ ​manageable​ ​by​ ​the​ ​individual.

Equality​ ​and​ ​diversity

Utilizing​ ​a​ ​wide​ ​range​ ​of​ ​experiences​ ​and​ ​perspectives​ ​is​ ​of​ ​great​ ​value​ ​to​ ​NeIC.​ ​NeIC​ ​believes in​ ​equal​ ​opportunity​ ​in​ ​employment​ ​practices​ ​without​ ​discrimination​ ​on​ ​the​ ​grounds​ ​of​ ​race, religious​ ​beliefs,​ ​colour,​ ​gender,​ ​sexual​ ​orientation,​ ​disability,​ ​place​ ​of​ ​origin,​ ​age,​ ​marital status,​ ​or​ ​family​ ​status.

NeIC​ ​promotes​ ​equality,​ ​equal​ ​terms​ ​and​ ​diversity​ ​and​ ​strives​ ​for​ ​e.g.​ ​gender-balanced compositions​ ​amongst​ ​its​ ​staff,​ ​management​ ​team​ ​and​ ​steering​ ​groups.​ ​NeIC​ ​will​ ​annually collect​ ​and​ ​publish​ ​statistics​ ​showing​ ​the​ ​gender​ ​ratio​ ​within​ ​NeIC​ ​projects,​ ​project leadership,​ ​project​ ​steering​ ​and​ ​additional​ ​advisory​ ​or​ ​reference​ ​groups.​ ​NeIC​ ​will​ ​use​ ​these statistics​ ​to​ ​assess​ ​and​ ​shape​ ​its​ ​procedures​ ​for​ ​encouraging​ ​gender​ ​diversity. Along​ ​with​ ​that,​ ​NeIC​ ​also​ ​encourages,​ ​diversity​ ​in​ ​skills,​ ​background​ ​and​ ​gender​ ​in​ ​its governance​ ​structure,​ ​including​ ​the​ ​composition​ ​of​ ​advisory​ ​groups,​ ​steering​ ​groups,​ ​and board.


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