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?

Case:Academic recruitments

Academic recruitments at Aalto

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.

Aalto tenure track 2010-positions and appointments

27 May 2013

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 %