A university “that supports research careers”
The University of Montpellier has had its European HR Excellence in Research. This decision reinforces the human resources strategy for research (HRS4R) implemented by UM since 2015. Better supporting researchers in their careers, improving their working conditions and mobility within the European research area, while enhancing the University’s appeal—these are the key elements of a winning strategy.
“In 2015, we were the first French university to receive the ‘HR Excellence inResearch’label; in 2021, we are the first to have it renewed! “This leadership position was highlighted by the international jury, as today 50 French institutions display this logo among more than 600 institutions worldwide,” says Nathalie Modjeska, HRS4R project manager and head of international programs at MUSE. “This is a well-deserved source of pride, as this accreditation reaffirms, for another three years, that the University of Montpellier is an institution ‘that supports research careers,’ as the project manager emphasizes.”
A certification for researchers
Created in 2008 by the European Commission, the “HR Excellence in Research” label recognizes institutions that implement the European Charter for Researchers and the Code of Conduct for the Recruitment of Researchers (C&C), two documents produced by the European Commission to harmonize research practices across the European Research Area. “This label recognizes the University’s commitment to improving working conditions for researchers, promoting researcher mobility within the European Research Area, and providing better career support,” explains Nathalie Modjeska.
“It helps secure the European funding that has been obtained and can also make it easier to obtain such funding, since, given equal scores, a proposal submitted in response to a European call for projects by an accredited institution will be given priority,” she continues . Finally, a benefit for the University of Montpellier, whose job postings published on the Euraxess platform enjoy the advantages associated with this label, namely greater visibility and automatic, free publication on the Nature and Science journals’ portal .
Operational and Strategic Groups
Mobility, funding, visibility, attractiveness… All of which served to motivate the teams as they prepared for the second phase of the evaluation: an on-site audit scheduled for last June. While health and safety concerns prevented an in-person meeting, the audit did take place, and the three international experts met with the HRS4R project stakeholders via video conference. First, the strategic group delegation, composed of Vice Presidents Jacques Mercier and François Pierrot, Vice President Agnès Fichard-Carroll, and former Director General of Services Romain Jacquet.
Next, the operational group, composed of five of the thirteen departments involved in the project, namely: the DRI, the DRH, the DIPA, the DRED, and the MUSE Foundation. Then, the four researcher representatives, as “each of them represented a category of researcher as defined by Europe: a doctoral student for category R1, a postdoctoral researcher for category R2, a lecturer for R3, and a professor for category R4.“ Europe pays extremely close attention to researchers’ working conditions, starting from the doctoral level,” explains Nathalie Modjeska, who was therefore the last member of the project team to be audited, along with her project assistant Paloma Hughes.
“Excellent feedback”
A day of presentations, Q&A sessions, and discussions that ultimately earned high praise from the jury. “We received excellent feedback, particularly regarding the University’s best practices in implementing the HRS4R project, both for the interactive workshop organized to collectively define the new actions of the 2020–2023 HRS4R plan and for the expansion of researcher representation within the strategic group, whose membership has grown from 4 to 12 ,” the project manageremphasizes . With the label renewed for three years, the University’s HRS4R policy will therefore be re-evaluated in June 2024, but based solely on a written review. Since on-site audits are conducted only every other time, the next one is scheduled for 2027. The team, for its part, has already gotten back to work to make the 23 actions in its plan a reality for all UM staff, and for researchers in particular.
A 23-point action plan
- Theupdated version for the 2020–2023 period outlines 23 initiatives, many of which are already underway or have already been completed;
- The policy to attract young researchers, postdocs, and experienced researchers (Action 16);
- Promoting teaching through the creation of a teaching award modeled after the innovation award (Action 17);
- Raising staff awareness about developing a personalized career plan (Action 19).
Among the new features, we can highlight the following:
- The creation of a think tank for young researchers and the launch of mixed-group workshops designed to foster dialogue and understanding between researchers and administrative and technical staff (Action 5);
- The continued shift toward digital processes and administrative simplification (Action 6);
- The establishment of a committee to harmonize procedures and foster closer ties with research organizations (Action 7);
- The dissemination and implementation of the OTM-R principles through training programs and their monitoring in the annual social report (Action 9);
- The pursuit of greater gender balance through the equality plan(Action 12);
- Improving communication regarding the timelines and procedures for career advancement and tenure (Action 18);
- A training program designed to develop managerial skills, offered to all managers of departments, divisions, and units (Action 23).