Creating an environment ofexcellence for researchers –HR at Aalto University
Mari SvahnHR Manager, Aalto Joint UnitsMay 2013
Aalto People Strategy
Strategic target• Aalto university offers its employees an inspiring environment, challenging tasks,
good working conditions and encouraging career systems.
Aalto university has effective people processes that support academic leadershipand enable high-quality research and education. As an employer, Aalto universityinvests in the well-being and competence development of its employees, as well asin creating a multi-cultural community.
We aim towards this target together by:• Enhancing our leadership and culture• Creating an effective Aalto organisation• Developing world-class competences• Offering smooth people processes
Actions 2011 – 2015• Leadership and cultural development• Renewal of organisations and career systems• Worldclass competence development support• Smooth HR processes
2010 2015 2020
Key figures 2012Staff wellbeing & satisfactionAttractive career systemsInternal customer satisfaction
Key figures 2015Staff wellbeing & satisfactionInternational staff360 –assesment summaryAttractive career systemsInternal customer satisfaction
Key figures 2020Staff wellbeing & satisfactionInternational staff360 –assessment summaryAttractive career systemsInternal customer satisfaction
Goal 2020Aalto University is an innovative workingenvironment, offering its staff interestingopportunities and supportive careersystems. HR processes serves goodleadership and high-level research andteaching work. As an employer, AaltoUniversity wants to be one of the bestoffering support to personal growth,renewal and internationalization.
2015Example for other Universities
In Europe
2012Basics in place
most employers
2020Internationally amongst themost attractive employers
Our goal is an attractive working and learning environment that contributes tothe implementation of high-level research & teaching and internationalization
The European Commission awarded “HR Excellence in Research" -logo toAalto University as the first university in Finland November 14, 2012
The logo demonstrates that Aalto University is commitment to the principles in The EuropeanCharter for Researchers and The Code of Conduct for the Recruitment of Researchers (TheCharter and Code). Aalto University commits to act in a responsible and respectable way andto provide fair framework conditions to researchers, with a clear intention to contribute to theadvancement of the European Research Area. The logo "HR Excellence in Research"identifies Aalto University as provider and supporter of a stimulating and favourable workingenvironment.
HR as partner
• HR strategy is derived from Aalto strategy• Our goals and key actions are strongly linked to schools’
needs• Our service portfolio is defined together with our key
customers and partners• We are close to our customers
• Aalto management• Faculty• Employees• Other service functions• Students
HR Focus on Goal-setting, Clarity of Goals, Meeting the Targets
• Next 56 tenure recruitments done• Personnel structure development according to resource dialogue decisions
in each school and service• Next steps in academic leadership development and daily change leadership
• Increase in well being of personnel – new tools & integration of partners• Clarifying rewarding model and its impacts to different target groups
• Feasibility study of new HR and finance system• Internationalization support in every area we work – year of internationalization in HR
AaltoStrategic enablers
Promoting academic leadershipDeveloping academic career systemsSupporting professionaldevelopmentEnsuring well being
Aalto Corestrategiesand KPIs
Researchexcellence
Developing a diverseresearch community
Pioneeringeducation
Building teaching andacademic leadership
Trend-setting art
Societalimpact
Internationalization
We support professionalleadership culture• Portfolio of org & leadership
development• Availability of performance mgmt
processes, tools & support• Help to superiors in taking their
leadership role
We operate effectively in HR
• Competent HR and clear HRorganization
• Informative internal and externalcommunications
• Well working HR services
MainHRgoals
KeyHRactions2013
We build inspiring workingculture• World class career systems and
competence development• Motivating rewarding• Responsible & international
community and enhanced wellbeing
SCHOOL
NEEDS
International recruitmentInternational mobility of faculty andstaffImproving overall service qualityand efficiency
HR organisation
HR Director Executive AssistantAnnina Ylitalo
Training Admin: Eva Tapiola
Leadership & Competence DevelopmentHenna Tomperi
Wellbeing Services: Rita HeinrichsElisa Autti: occupational health care, wellbeing,canteen servicesSari Mykkänen: insurancesMartti Kyykoski: campus sport activities
HR Legal: Tanja Vuolle
HR Systems: Martti RahkilaHR IT, HR procurement and data security
Employment Services: Rita HeinrichsMinna Länsisyrjä: ypj salary system , benfitsElina Eerola: annual leave, employmentPia Mäkeläinen: payroll team manager, personneldata maintenance and salary payment, shareholderreporting
HR Comms : Outi Borella
Reporting: Indrek Lõo
International Staff Coordinaton:Minna Planman
Family Program: Hanna Nurmela (50%)
Recruitment System: Johanna Lehto
Leadership Development:Kaija Meriläinen
Induction and Employee Survey: Ida Salin
Competence Development:Anne Petroff
Operational HRTiia Tuomi
Career SystemsMari Svahn
Recruiting and ResourcingMinna-Mari Moisio
HR Programs & RewardingMikaela Stelwagen
Aalto ARTSHannele
Fuhrmann
MediaMedia FactoryJohanna Glader
ArtAira Rusanen
DesignSatu Pöyhönen
ArchitechtureKira Sipilä
Film and Stage artLUME
Piia Väisänen
Aalto ELECRiikka Mäki-
Ontto
Automation &Systems
TechnologyKirsti Ojala
SignalProcessing and
AcusticsAnne Kanto
ElectronicsJaana Hänninen
ElectricalEngineering
Jaana Hänninen
Radio Scienceand EngineeringJaana Hänninen
MetsähoviJaana Hänninen
Micro andNanosciencesLotta Karlsson-
Laitinen
Comms &Networking
Kirsi FrestadiusMari Paloheimo
Aalto ENGSuvi Hormio
AppliedMechanics
EnergyTechnology
Anna-Maija Harju
StructuralEngineering
Heidi Lehtinen
Real Estate,Planning &
GeoinformaticsKirsi Kärkkäinen
MechanicalEngineering
Merja Seppänen
Civil &Environmental
EngineeringHanna Ropponen
School JointFunctions
Kirsi Kärkkäinen
Aalto SCIHelena Knuuttila
HR SpecialistJanna Ahtiainen
School JointFunctions
Pirjo Peippo-Lavikka
Media TechnologySaara Ahokoski
BiomedicalEngineering
Katja Nurmikorpi
Mathematics &System Analysis
Kati Elovaara
Applied PhysicsMikael Henny
Computer Science& EngineeringEIT ICT Labs
Laura Kuusisto-Noponen
Information &Computer Science
Stefan Ehrstedt
HIITAnne Peltola
IndustrialEngineering &Management
BITLaura Pyysalo
O.V. Lounasmaa-LaboratoryMari Kaarni
Aalto CHEMRiitta Hynynen
Biotechnology &Chemical
TechnologyChemisty
Sanna Kokko
Material Science &EngineeringJohanna Alm
Forest Products &Technology
Iina Leporanta-Varjus
School JointFunctions
Leena-KaisaPaananen
JointFunctionsTiina Päivärinne
ManagementPolicy &
ForesightFinanceComms
IRAlumni relations
Corporaterelations
Campus &Facility
Reseach SupportStrategic Support
for Research &Education
Paula Thomsson
LibrarySanna Ahlbom
ACESanna Ahlbom
ITKirsi Söderlund
Language CentreHanna Nurmela
(50%)
AaltoPROSeija Räisänen
Aalto BIZUlla
Saarelainen
AccountingMarketta Suni
FinanceMarketta Suni
Information &Service
EconomicsJutta Heino
EconomicsJutta Heino
MarketingKristina
MustonenAnu Roine
Management &International
businessKristina
MustonenAnu Roine
Joint Functions(sis. Service
Factory,CEMAT, CKIR,
PYK)Maija Sura
InternationalBusinessBachelorProgram
Marjut Rantanen
• HR Services located close to our customers
HR Management Team• HR strategy, action plan and HR processes
Academicleadership &competencedevelopmentHenna Tomperi
Operative HRTiia Tuomi
Career systemsMari Svahn
Recruiting &resourcingMinna-Mari Moisio
Rewarding & HRProgramsMikaela Stelwagen
SCHOOL NEEDS
STRATEGY
Role Description of key responsibilities Key competencesHR processowner
• Development of Aalto people and HR strategytogether with Director of HR
• Key focus area is to drive the HR processdevelopment based on Aalto HR strategy & schoolneeds
• Responsibility to support school HR in theimplementation of the processes
• Supporting andcoaching daily leadership
• Employment life cycle andrelated issues
• Recruitment• Building employer image• Knowledge of processes and
tools for incoming & outgoingpersonnel, ability to adapt ifneeded
• Using HR systems accurately• Knowledge of Aalto portfolio
and capability to offer rightkind of competence &leadership developmentsolutions
• Change management andability to facilitate involvementactions
• Networking andcommunications
• Understanding diversity andcultural backgrounds
HR manager • Active contribution to the development of HRstrategy & Aalto HR processes
• Responsibility for HR services at school alignedwith joint targets: e.g. the implementation of the HRprocesses, acting as a management team memberat school and as a superior to HR personnel
HR coordinator • Responsibility to implement HR processesthroughout the whole employment life cycle at adepartment/unit in line with Aalto HR strategy &department/unit needs
• Operational responsibilities including theresponsibility to develop services locally in line withHR strategy
HR secretary • Operational support for other HR roles throughoutthe employment life cycle
• Supporting and advising personnel locally atdepartment/unit on HR topics
Clarity and functionality of HR organization:Clear HR roles, responsibilities and competences
Questions for discussion
• Organization and targets of HR?• Main achievements of HR?• Next challenges for HR?
Choosing the right person for each position open at Aalto is an important decisionaffecting the operations of the entire working community.• Recruitment must be based on strategy and the personnel plan• Aalto University has established career systems for supporting the personal,
professional and academic growth of its staff• Aalto University has clearly defined and transparent recruitment processes that
enable emphasizing the right aspects when recruiting to different types of positions inthe various career systems
• We prefer open, competitive recruitment• For academic positions, the recruitment processes are primarily of international scale• In accordance with its Equality Plan, Aalto University has made a commitment to act
as an equal-opportunity employer that makes its recruitment decisions on the basis ofcompetence, skills and aptitude.
• We value diverse language skills in all our recruitments
Principles for Academic Recruitments at AaltoUniversity
The European Commission awarded the “HRExcellence in Research" -logo to Aalto University asthe first university in Finland
Key factors for success in academic recruitmentsRecruitment process:• Recruitment supports strategy implementation (personnel planning is a
crucial part of the university’s strategic planning)• Introduction of the attractive academic career systems• Excellent support for personal development for academic personnel• Strong focus on development of academic leadership• Candidates evaluated by several external reviewers, and site visits in
use to improve the recruitment process• Support services for incoming key personnel to secure smooth arrival in
Finland• Induction seen as part of the integration process
Search for excellence:• Employer branding – online visibility in line with visibility in print media• International advertisement of the open positions• Discipline specific recruitment portals and procedures• Utilization of international partnerships, networks and personal contacts
Key factors for success in academic recruitmentsAalto way of working:• Collaboration between university management and service units (clear
definition who, what, when)• Networking with colleagues nationally and internationally to develop
policies and procedures in line with the best practices• Actively keeping an open mind regarding new possibilities: e.g.
Recruitby.net• Actualizing Aalto values:
• We believe in Passion for exploration, because a good deal of curiosity doeswonders.
• We believe in Freedom to be creative and critical, because without freedom,there is no true progress.
• We believe in Courage to influence and excel, because the world does notchange unless there is someone to change it.
• We believe in Responsibility to accept, care and inspire, because the bestideas you will ever get will probably come from someone you don’t yet know.
• We believe in Integrity, openness and equality, because no-one should be leftbehind.
New tenure track, tenured & PoP positions 2010-School ARTS BIZ CHEM ELEC ENG SCI Joint Total
Positions, total 36 38 21 27 25 47 6 200- allocated in 2010 10 9 4 8 3 13 2 49
- allocated in 2011 14 12 6 7 12 11 1 63
- allocated in 2012 12 17 11 12 10 22 3 87
- allocated in 2013 1 1
Appointed, total 22 27 10 16 10 30 2 117- Distinguished Professors 1(+1) 1
- Full Professors (tenured) 3 6 3 3 2 5 22
- Associate (tenured) 4 1 3 1 9 1 19
- Associate (fixed term) 4 2 2 4 2 4 18
- Assistant (2nd fixed term) 1 3 1 6 8 19
- Assistant (1st fixed term) 1 12 3 3 1 20
- Professors of Practice(university)
13 3 2 18
-- Foreign 5 9 4 5 5 9 37
-- Women 8 7 2 2 1 4 24
Open positions 14 11 11 11 15 17 4 83
New tenure track, tenured & PoP appointments2010-
*) External appointments = percentage of appointed professors that have a doctorate from anotheruniversity than Aalto University (or its predecessor universities).**) The percentages of foreign and female applicants have been estimated as not all applicants tell theirnationality or gender (normalised relative to the applicants that do tell nationality or gender)***) Positions allocated by the president
Appointed professors Applications to these positions# % Foreign % Female % External*) # % Foreign **) % Female **)
ALL 117 32 % 21 % 44 % 3 120 74 % 18 %Tenuretrack
99 32 % 20 % 47 % 2 832 76 % 16 %
PoP***) 18 28 % 28 % 28 % 288 63 % 34 %