ACADEMIC STAFF
A. Scope: The quality assurance system regarding academic staff covers processes dealing with the recruitment, selection, development and promotion of academic staff.
B. Purpose: To ensure that academic employees are capable of implementing the University's strategy on academic strength, teaching innovation, strong ties with the community, and becoming an international university. Furthermore, to support RU‘s aim to be the first choice of those who wish to be employed in the higher education sector in Iceland.
C. Terms and definitions:
1. Academic staff: The academic staff at RU comprises all employees that hold positions where they are expected (immediately or later) to undergo a review to determine his/her ability to hold the title of assistant professor, associate professor, professor or professor of the practice.
2. New academic hire: An individual newly hired into an academic position.
3. Advancement review: Review of an academic employee regarding his/her qualifications to hold an academic title such as assistant professor, associate professor, professor, or professor of the practice.
4. Academic titles: There are four faculty titles at RU: Assistant Professor, Associate Professor, Professor, and Professor of the Practice. People in academic positions who have not yet undergone advancement review may hold other titles such as adjunct, lecturer, research associate, specialist etc.
5. Annual Review: Reviews with academic employees are conducted once a year and are based on the Faculty Contribution Record which the respective employee and the Dean discuss in the interview.
6. Research semester: A research semester is the period during which academic employees are exempted from teaching to enable them to attend solely to research work (a single semester up to 6 months).
7. Continuing education: Employees attending courses or pursuing formal studies to maintain and enhance their knowledge, either within or outside RU.
8. Attitude survey: A survey administered to all RU employees to examine their views concerning the University's strategy, its implementation, and the University as a workplace.
D. Key processes:
1. Process for the selection of academic staff: The process for hiring academic employees is based on the RU Regulations and covers a series of actions behind the decision of a Dean to hire a new academic employee. The process defines an academic position and addresses RU guidelines concerning job descriptions, qualification descriptions, and position advertisements. The process furthermore covers the appointment of selection committees, information gathering on applicants, interviews and seminars as part of the hiring process, and the final hiring decision. Finally, there is discussion on the construction of an employment contract, replies to applicants, and the process for announcing new hires. The aim of the process is to guide Deans in matters concerning hirings with the purpose of ensuring the quality of academic hires and equality in the handling of applications.
2. Process for advancement review and assignment of academic titles: The process for advancement review and assignment of academic titles is based on the Higher Education Institution Act and RU Regulations, and may also complement more detailed advancement rules in individual Schools. The process description addresses when a review of this kind shall take place, who may be reviewed, and how an evaluation committee shall be appointed. The process also covers letters of appointment to evaluation committees, communication with evaluation committees, and what information shall be given to such committees. Furthermore, there is discussion on submission deadlines of evaluation committees, the way a final decision is made, registration and announcement of conclusions, and the right that the employee has to comment on conclusions. The process is designed to guide Deans in conducting reviews and provide employees with information on the conditions of advancement.
3. Process for annual reviews with academic employees: The process for annual reviews gives guidance on the preparation, execution, and follow-up of annual reviews with academic employees. The aim of annual reviews is, on the one hand, to give encouragement and guidance for better results, and, on the other, to set goals and discuss the next year's work arrangement. The process description covers the timing of annual reviews and the period they cover, as well as how both parties should prepare. The description furthermore covers the discussion process, dialogue on assignments, goal-setting, and professional development, and how the discussion process shall be concluded in writing. The process guides Deans in how to conduct the annual review and give feedback, and it guides employees in how to prepare and what to expect.
4. Rules on research semesters: Rules on research semesters define research semesters and discuss the conditions for requesting such a semester. Among the conditions are continuous employment for three years, constant research activity for two years, and the need for a plan on how to make use of the semester. The rules also describe the process for applying for a research semester, the process for handling such applications, and to what degree RU pays expenses related to research semesters. The rules provide employees with information on when they can expect to take a research semester, and they guide administrators in how to handle matters concerning research semesters.
5. Continuing education of employees: In place are rules concerning tuition fees of employees pursuing continuing education, as well as rules concerning study leaves. Rules on employee tuition fees specify that permanent RU staff do not in general pay tuition fees if they pursue studies or attend courses within RU. The rules describe how to apply for support to pay tuition fees at outside institutions, and give an example of an employment contract addendum which is prepared if RU makes a substantial contribution to paying such fees. Rules on study leaves define paid and unpaid study leaves, the conditions required, the process for handling requests, and give an example of a relevant employment contract addendum.
6. Employee attitude surveys: Detailed employee attitude surveys are sent to all RU staff and faculty semi-annually (first time 2007). These surveys examine the views of employees concerning the strategy of RU, administration, communication, and information flow within the university. Recommendations for improvement and changes are also sought.
7. Other measurements: Various measures concerning academic employees are displayed on the “RU Dashboard“ which is produced at the end of each year. The dashboard is, for example, used to follow the average research productivity of employees as well as the average size of research grants obtained, the proportion of faculty with a doctorate degree, average teaching evaluation scores, as well as data on faculty ties to business and industry, proportion of outside instructors and proportion of international academic staff. The dashboard compares the RU Schools and also provides data for the University as a whole.
E. Documentation and issuing of key documents, instructions, and results: Key documents, rules, instructions and results concerning this area are published on the intranet of RU (MySchool or ESJA). Key documents related to individual appointments and promotions are saved in the GoPro document management system. Employee meetings are held regularly in all departments and Schools to present employee survey results. Official information on the above-mentioned factors is also given in the annual report of RU and on the RU website.
F. Responsibility: Executive Director of Human Resources and Quality, Executive Committee, Provost.
