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It is nice if you like to sign with your name. It is also nice to like others' comments that you like.  Or write a comment.

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Ability and willingness to collaborate and share

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Ability and willingness to collaborate and share

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EPFL betonar bred annonsering. I Lund överlåter vi det på insitutionerna. Jag tycker att det borde ske på fakultetsnivå, efter att man frågat institutionerna om lämpliga kanaler. Fakulteten borde också efterfråga strategiska överväganden när man godkänner en utlysning, inte bara titta på utlysningstexter från ett juridiskt perspektiv.

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EPFL betonar bred annonsering. I Lund överlåter vi det på insitutionerna. Jag tycker att det borde ske på fakultetsnivå, efter att man frågat institutionerna om lämpliga kanaler. Fakulteten borde också efterfråga strategiska överväganden när man godkänner en utlysning, inte bara titta på utlysningstexter från ett juridiskt perspektiv.

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I was impressed about the resources EPFL is putting into the interview days. 2 days times 5 candidates, leading you through the department meeting many of the potential colleagues on an eye-to-eye basis. What can we learn from that?

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We do not have recruitment strategies in place - we should work with that in a more structure way

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We do not have recruitment strategies in place - we should work with that in a more structure way

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as we do not have strategies we are not messuring how we suceed. as we do not have anything to measure against

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as we do not have strategies we are not messuring how we suceed. as we do not have anything to measure against

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We should implement kompetensförsörjningsplaner! longtime thinking about competences and recrutiment!

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We should implement kompetensförsörjningsplaner! longtime thinking about competences and recrutiment!

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I do agree that we can possibly capitalize on Nordic systems (free childcare, and social systems in general), for attracting international and excellent candidates

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I do agree that we can possibly capitalize on Nordic systems (free childcare, and social systems in general), for attracting international and excellent candidates

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Considering a full-blown career pathway assistant-associate-full professor, might well be worth it, not just in terms of departmental climate (taking out intra-personal competition among colleagues)

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Considering a full-blown career pathway assistant-associate-full professor, might well be worth it, not just in terms of departmental climate (taking out intra-personal competition among colleagues)

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We should strengthen the collaboration between the faculty appointment board, the department and HR for best results.

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We should strengthen the collaboration between the faculty appointment board, the department and HR for best results.

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We should adopt EFPLs system.

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It would help to strengthen interaction between the department and the faculty appointment board, also involving HR-expertise. In this way, different criteria can be better balanced.

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- Exiting with the perspectives from companies
- Good with mixed groups within academia
- Reasonable times for recruitments is important. To speed up proactivity and planning is critical - requirement profiles and also defined start fields of potential candidates are import
-Processes should be planned to also deal with the event of huge numbers of applicants. Examples include two-step exclusion of less than ideal candidates

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regarding recommendations to chairs when worried about budget:  "be bold" and then,  regarding fully funded positions "we should never need to apply for our own salaries" - worth thinking about these 2

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If the basis of the process was the same (of course with some difference depending on the different faculties), it would be easier to work together over the faculties and a lot clearer for the applicants to know what to expect of the recruitment process.
It could also lead to more similar administrative support (needs analysis, HR-support, templets, time planning, bias and so on) which today vary over the University

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Hur ofta/varför lyckas vi med rekryteringar och hur ofta/varför misslyckas vi? Vad är orsaken när vi misslyckas, hur har vi genomfört rekryteringarna, vilket förarbete gjordes, hur utlystes de osv? Hitta mönster hos de som lyckas och misslyckas. Titta både på de som inte leder till en anställning och de rekryteringar som misslyckas efter anställning (inte rätt kompetens, slutar i förtid, blir ett arbetsmiljöproblem osv)

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Om det är möjligt på Nationalekonomi att ha ca 2 månader från utannonsering till anställning när de har deras Jobmarket (transfer fönster), då måste det ju också vara möjligt att få ned tiden inom alla andra discipliner på LU? Finns det något resten av LU kan lära där?

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Om det är möjligt på Nationalekonomi att ha ca 2 månader från utannonsering till anställning när de har deras Jobmarket (transfer fönster), då måste det ju också vara möjligt att få ned tiden inom alla andra discipliner på LU? Finns det något resten av LU kan lära där?

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We haven't even started to discuss excellence when recruiting Administrative personnel. Staff there is very often not international or diverse. Or have worked abroad or even in another university.

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Regarding the fact that VR approves projects under that assumption that universities will create positions afterwards: I recall from my time at VR in 2013-15 that this was actively discussed. The impression at that time was that universities did not feel they were ready to make strategic priorities on their own, but rather found the VR process to be a useful help. Maybe this has now changed?

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Regarding the fact that VR approves projects under that assumption that universities will create positions afterwards: I recall from my time at VR in 2013-15 that this was actively discussed. The impression at that time was that universities did not feel they were ready to make strategic priorities on their own, but rather found the VR process to be a useful help. Maybe this has now changed?