unifying internal policy

Our Staff

Our employees, at all levels, are our most important asset. UAntwerp can count on people with a heart for their university, with a great commitment to their job, both in the faculties and in the central and support services. We knew that, of course, but it became even more apparent during the Covid crisis. The resilience of our university then were the people at all levels giving their best for the university and society. Yet, for many years now, we have seen increasing pressure and attrition that makes itself felt in all walks of life: ZAP feeling under constant pressure to be competitive and take up all kinds of additional activities, AAP/BAP facing precarious status and career prospects, and ATP having to meet ever-increasing and changing demands and sometimes feeling undervalued. We are looking to improve that situation.  

• The basic relationship with and among employees should be one of connection and trust, rather than control, but at the same time effective intervention in problem situations.
• Ombudsmen and confidential counsellors already exist, but there is a need for better awareness, diversity and professionalisation. Mental health is seen as major challenge at all levels; HR is working on a preventive and reintegration policy. Cross-border behaviour is certainly a problem in a hierarchical organisation. We need to carefully manage the balance between presuming innocence and ensuring a safe environment for victims.
• Adequate attention should be paid (already from recruitment) to the leadership skills of heads of departments and promoters.
• Administrative processes and the amount of meetings should be constantly critically evaluated with a view to simplification.
• We encourage activities that contribute to the connection between employees and with the university.

Specific to ZAP:

• Simpler individual evaluation and promotion dossiers, with more active use of the already existing possibilities to vary the time allocation of teaching-research-services and to set individual targets, taking into account the diversity in academic profiles.
• Reduce internal competition in distribution of research funds so that less time should be spent writing BOF research projects and evaluating those of colleagues.
• Optimal but quality use of teaching time (e.g. no duplication, flipped class room, exam format).
• When filling vacancies, make an extra effort to proactively search for the best candidates in the field, focusing on diversity and internationalisation.

Specific to AAP/BAP

• Monitor the sometimes unreasonable pressure promoters put on junior researchers by involving them in activities other than their own project.
• Guarantee the academic freedom and freedom of expression of the AAP/BAP. 
• Further development of a middle management.
• Flexibility to combine the demanding job in a temporary position with (young) family life.

Specific to ATP

• Better and throughout the institution equal opportunities for job mobility (without any negative connotation), advancement opportunities, job adaptation in case of changed job content.
• Avoiding chain reactions by shifting tasks when a colleague is absent, possibly through the help of a team of mobile workers.
• Opportunities to keep up in an environment with rapidly changing technological requirements.