Predictable, planable career and income on Corvinus
The Spring Renewal Project Presentations are over. On 17 March Ms. Arnold Zsuzsanna Csenterics, Head of Strategic HR Processes, and László Csicsmann, Vice-Rector for Faculty Workshops held lectures on the status of introduction the life- carier model, what changes can be accepted in the near future, what Corvinus employees can expect.
In recent weeks, there have been roughly 500 orientation interviews with university faculty, based on which the classification for an academic career looks something like this: 267 people have chosen a balanced career, 143 people will work in an education-focused career, while 46 people will work in a research-focused career over the next three years. László Csicsmann emphasized that this is by no means the final picture, it only reflects what was said in the orientation talks at the beginning of March, changes are still expected.
The goal is to increase the proportion of those who choose the research-focused model, said the vice-rector, who highlighted the positive aspects of the new career model, as well as providing a guaranteed career path and a competitive, predictable income.
In 2020, the Remuneration Policy was developed, which anyone can find by clicking here, on the basis of which the career path can be planned financially.
Goals for 2021
Regarding the 2021 goals, he said that the renewal benchmarking is on the agenda: there will be a significant change compared to the previous ones, the emphasis will shift from quantity to quality, an important element is to make the difference between good and outstanding performance clear and unambiguous. , and setting three-year goals and improving performance. The latter will also be assisted by the institution development plan formulated by the 12 institutes.
Since January 2021, the Academic Career Committee has been meeting to propose to the Academic Advisory Board and develop an associate professor and adjunct professor system - he said, adding that an old debt will be repaid this spring: the internal promotion system, previously criticized for not transparent. Now, however, the system will be completely transparent, a tender system will be developed together with HR. It is also planned to clarify external contracts and institute profiles, as well as to clarify the role and responsibilities of the head of institut/head of department.
Responding to a question, he said that by choosing the career model, the employment contract will not be modified separately, as the basic activity itself will not change, only the direction of the focus will be different and thus the stated and set goals.
Close cooperation with HR
László Csicsmann and Ms. Arnold Zsuzsanna Csenterics, HR Manager, repeatedly emphasized that the cooperation between the academic management and HR is very close, so after raising it in László Csicsmann's presentation, the goal is to increase the proportion of foreign lecturers. he spoke.
International recruitment poses different challenges than domestic ones, e.g. we want to provide a complex HR service to foreign trainers, the compensation should be in a broader sense, including facilitating integration, supporting family members who come with the trainer, said the HR manager, adding that the package is being developed. They are also working on an onboarding concept and process to support the integration of international academic staff.
Mrs. Arnold Zsuzsanna Csenterics also mentioned that they would like to put even more emphasis on management development to reach that aim they plan to involve an external specialist.
This year, we plan to divide competencies related to leadership roles into the characteristics that define daily practice and prepare a 360-degree survey that builds on leadership expectations and other factors that affect employee engagement, the specialist said, adding that the goal is for leaders to get feedback, a mirror of what they are strong at, what colleagues think they should improve.
Other staff surveys are also planned, as it is crucial that HR and university management receive feedback on all experiences with the application of HR practices that have been introduced in the past year. I would like to know what ‘fine tuning’ is needed, what needs to be changed to improve employee engagement, or to find the right solution to the needs that arise in the meantime.
Responding to the question, he said that the annual increase in wages is not primarily about following inflation, but about performance-based remuneration, the details of which can be found in the Remuneration Policy already mentioned. He emphasized that staff should focus on total income, as the gradual decline in ROK is offset by a number of other benefits, such as basic salaries, training grants, new elements of CKK and teaching excellence, performance and gender bonuses, performance and project bonuses. lastly, the cafeteria introduced this year.
Also responding to a question, he said that colleagues working in the field of service and administration can prepare for changes, in the next two months everyone will see the processes even more clearly, they try to provide them with favorable conditions, trainings and a career path.
We are still owe you with the latter, but we are working on it, Ms. Csenterics said.