Page content:
English | Nederlands

Assessment and Career Development Interviews


  1. The RUG Strategic Plan for 2003-2010 emphasizes the need to strengthen the quality and increase the amount of academic output. One of the most important instruments to this end is personnel policy.
    This will cover two angles:
    ·   more attention to careers and the development of competences by (young)
        academics through the tenure track system
    ·   annual career development interviews and five-yearly assessments for all staff
  2. The career development interview is an annual meeting between the staff member and his/her manager.
    This meeting consists of three parts:
    ·   the assessment by the manager of the results and performance of the staff
        member in the past year and the assessment by the staff member of the
        management style of the manager
    ·   the competence and career development of the staff member and the steps that
        need to be taken to that end
    ·   agreements for the coming period with regard to the two previous points.

    A report of the career development interview will be signed by the manager and the staff member.

    Forms:
    Career development interview for academic staff  [DOC] and Career development interview for support and management staff  [DOC]

  3. Once every five years, instead of a career development interview, a formal assessment will be held. The assessment will be in written form and is as far as possible based on objective and measurable criteria. For academic personnel this will concern, for example, scientific publications, success with external and contract funding applications, teaching qualities as demonstrated by teaching evaluations, etc.
    With support and management personnel, it will depend on the job but here, too, it will be measurable performance and the realization of previously agreed goals that will be examined.

    Assessment form

  4. This cycle of annual career development interviews and a five-yearly assessment should lay the foundations for a transparent personnel policy. The regularity of the meetings should provide enough opportunity to make adjustments in good time should this be necessary. Both positive and negative decisions can result from the assessment.  

Last modified:January 04, 2012 13:09
Associative links:
 
To top