The Strategic Plan of the ICS (2021–2028)

Personnel Management and Employee Development

Strategic Priorities

4.1 Be an attractive employer for top scientists and IT professionals offering open personnel policy with appropriate personnel management processes and motivation for excellent performance.

4.2 Continuously cultivated internal environment, which is motivating for employees in the sense of identification with the employer, active participation in promoting ICS and its activities.

Key Results and Indicators

4.i Acquired and long-term maintained HR Award.

4.ii Increase the share of foreign researchers and non-researchers at ICS, increase the number of workers with experience of living abroad.

4.iii Increase the share of women in research and IT professional positions.

4.iv Created and actively used onboarding system, with particular emphasis on IT professionals.

4.v Established and actively used career rules for research, IT and non-IT positions, and related internal evaluation system for all employees. Increasing use of tools to support work–life balance.

4.vii Professional HR team that employees turn to with confidence with issues they need to address.

Tools for Achieving Strategic Objectives

4.a Promoting ics to the public (outside the university) including the form of ICS as an employer suitable for parents, women and other disadvantaged groups; active involvement of employees in this process.

4.b Introducing mentoring.

4.c Transparent job advertisements, including an indication of remuneration, number of vacancies, career opportunities and information on the selection process.

4.d Introducing bilingual internal communication, support for the development of employees’ language skills.

4.e Establishing an internal forum for parents to share experiences in the field of reconciling family and work at ICS, an internal promo of existing possibilities of reconciling work and family at ICS.

4.f Continuously improving the internal employee evaluation system, flexible intervals concerning job positions, active cooperation in developing IT support for the evaluation system.

4.g Introducing a system of internal education, both in professional and especially soft knowledge; use of e-learning courses and training; creation of a specific training program for senior employees (especially middle management); creation of internal workshops for members of the selection committees.

4.h Creating a clear and simple process for complaints from employees and the active use of information, suggestions and data obtained from employees to improve and solve the work environment and individual problems.

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