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Aix-Marseille Université Human Resources Strategy for Researchers (HRS4R) AMU is committed to its Researchers. Objective: European label in 2021
AMU is committed to its Researchers. Objective: European label in 2021
3
Aix-Marseille Université :
une université pluridisciplinaire,
de recherche intensive
et internationale
Aix-Marseille Université :
a multidisciplinary, international
and intensive research university
+ de
over 80 000 étudiants
students
dont + de
including more than 10 000 étudiants internationaux
international students
+ de
over 8 000 personnels
staff
dont + de
including more than 4 400 enseignants chercheurs
senior lecturers
17 composantes
faculties 5 grands campus
large campuses
15 instituts d’établissement
Aix-Marseille Université institutes 54 sites
locations
Content
1 université civique européenne (CIVIS)
en coopération avec 7 universités européennes
European Civic University CIVIS, with 7 partners
1 Cité de l’Innovation
et des Savoirs Aix Marseille (CISAM)
Knowledge and Innovation City CISAM
| Université nationale et capodistrienne d’Athènes (Grèce)
| National and Kapodistrian University of Athens (Greece)
+ de
50
| Université Libre de Bruxelles (Belgique) plateformes technologiques
| Université Libre de Bruxelles (Belgium) over
| Université de Bucarest (Roumanie)
Technological Platforms
of the Aix-Marseille site
|
|
University of Bucharest (Romania)
Université autonome de Madrid (Espagne)
| 1. Human Resources Strategy for Researchers (HRS4R) in Aix-Marseille Université p. 5
1
| Universidad Autonoma de Madrid (Spain)
IDEX pérennisée
|
|
Université La Sapienza de Rome (Italie
Sapienza Università di Roma (Italia) long-term Initiative | 2. Our HRS4R guiding priorities p. 6
| Université de Stockholm (Suède) of Excellence project
| Stockholms Universitet (Sweden)
| Université Eberhard Karls de Tübingen (Allemagne) | 3. Our Action Plan p. 8
750
| Eberhard Karls Universität Tübingen (Germany)
millions d’euros de budget
a 750 million Euros budget | 4. Implementation and timeline p. 14
5 axes de recherche interdisciplinaire
interdisciplinary research interests dont
| Énergie including | 5. Glossary p. 18
105
| Energy
| Environnement
millions d’euros pour
| Environment la recherche
| Santé, sciences de la vie 105 million Euros for research
| Health and life sciences
| Sciences et technologies avancées
| Advanced sciences and technologies
| Humanités
| Humanities
113 unités de recherche
research structures
12 écoles doctorales
et 3 300 doctorants
doctoral schools
with 3 300 PhD students
AMU is committed to its Researchers. Objective: European label in 2021
5
Aix-Marseille Université
Human Resources Strategy
for Researchers (HRS4R)
The term «researcher» is commonly used by the European Commission to refer to all scientists, including
doctoral students, teacher-researchers, technical research staff, permanent or contractual staff.
AMU’s proactive HR policy has resulted in recent years in the This consultation process highlighted AMU’s key
development of several strategic documents and projects strengths and weaknesses regarding HR for research.
with a strong Human Ressources component (HR master Thanks to its size (8090 staff, 5 main campuses) and the
plan, Handicap master plan, Quality of working life plan, depth of its partnerships, AMU provides its researchers with
Project IDeAL, Project TIGER, etc). The university’s new exceptional opportunities for scientific collaborations across
presidential team, elected in January 2020, has moreover a wide spectrum of disciplines and with strong expertise of
created vice-presidencies dedicated to HR and Quality of specialised support services. The IDEX label of excellence
Working Life (QWL), thereby demonstrating its commitment and the European university CIVIS position AMU as a
to put people at the centre of the university’s strategic forerunner in terms of international attractiveness among
management and foster social dialogue. French research universities. Moreover, AMU’s researchers
benefit from an attractive local environment, as Marseille
In June 2019, AMU and its subsidiary Protisvalor launched and Aix-en-Provence are frequently ranked among the most
the process to obtain the Human Resources Strategy for attractive cities in France. However, the HRS4R process
Researchers (HRS4R) label. This label is awarded by the has also shown that AMU can and must still improve, for
European Commission to institutions who commit to align example to further internationalise recruitment processes,
their HR policies and practices with the European Charter simplify administrative procedures for research staff,
for Researchers and Code of Conduct for Recruitment. enhance support to international researchers and promote
The application to the HRS4R label requires a thorough gender balance in scientific leadership positions, …
analysis of strengths and weaknesses and an action
plan designed to enhance HR excellence for research.
The HRS4R process has mobilized a wide range of
stakeholders within AMU’s community. Firstly, a
survey was sent to all AMU researchers (707 respondents,
i.e. a response rate of 11%), which enabled us to identify
the key issues that were to be addressed. On this basis,
5 working groups, gathering a total of 190 researchers,
were launched on the following thematic fields: PhD
students, recruitment & career, quality of working life,
open science, and welcoming international researchers. The
process was coordinated by a committee bringing together
members of AMU’s presidential team and the departments
of Research and Valorisation (DRV) and of HR (DRH).
Human Resources Strategy for Researchers (HRS4R)
6
Building on this analysis,
AMU’s HRS4R action plan addresses
9 key priorities through 38 specific measures:
| 1. Enhancing the internationalisation of recruitment Enhancing support services for international
| 5.
processes, the international visibility of job researchers who work at AMU’s research labs
opportunities at AMU and the development of Fostering open science practices through a
| 6.
recruitment practices which take into account university-wide open science policy as well as training
a broad spectrum of skills and experience and awareness raising
| 2. Strengthening career support and training | 7. Strengthening gender equality by facilitating career
by responding to the specific needs of AMU’s re-entry after parental leave, improving data collection
research staff (young researchers/newcomers, on anti-discrimination measures and mainstreaming
researchers in leadership positions, …) gender-bias training
| 3. Fostering measures to promote a high-quality | 8. Promoting research ethics and scientific integrity
working life, develop ergonomic workplaces and through enhanced training and clear deontology
prevent psycho-social risks guidelines
| 4. Developing specific actions to improve the | 9. Boosting communication on AMU’s HR strategy
experience of our PhD students (setting up Maison for researchers, both within and beyond our
du Doctorat, simplification of support services, university’s research community
enhanced career development support...)
The HRS4R process and the resulting action plan
were presented to AMU’s community
on 1st February 2021.
The implementation of this action plan will be supervised by a HRS4R Steering committee bringing together all key
stakeholders within our university, assisted by a HRS4R Implementation committee. The five HRS4R Working Groups will
meet at least twice a year to provide feedback on the implementation process. Annual progress reports will be established,
based on indicators (see action plan), quality surveys among AMU research staff and PhD candidates, and evaluations by
external experts.
Human Resources Strategy for Researchers (HRS4R) AMU is committed to its Researchers. Objective: European label in 2021
8 9
AMU HRS4R Action Plan Proposed actions
C&C
principles
Timing
Responsible
Unit
Indicator(s) / Target(s)
The 40 principles of the Europena Charter & Code for Researchers (C&C in the table under) 2.2 Experiment a “Habilitation to manage teaching 28, 33 Q3 2022 DRH Number of “habilitations” per year
and pedagogical projects” (inspired by and – Q2 as of 2024
are on line on the Euraxess website. complementary to the “Habilitation to supervise 2024
research” existing at national level) in order to
promote, recognize and reward the engagement
and competences of lecturer-researchers in teaching
C&C Responsible innovation and management
Proposed actions Timing Indicator(s) / Target(s)
principles Unit 2.3 Experiment a mentorship system for 22, 28, 30, Q3 2022 DRH, DRV Number of demands to benefit
researchers to provide career advice and networking 37, 40 – Q2 from the mentorship system/
1. Recruitment support to newly promoted PIs (“established 2024 year; Monitoring of satisfaction of
1.1 Enhance the international visibility of job 12, 13, 15 Q3 2021 DRH, DRV Evolution of the number of job offers researchers”, R3) by leading researchers (R4) mentees and mentors
opportunities at AMU by publishing all job offers Q1 2022 published on Euraxess tagged ‘Aix 2.4 Extend the perimeter of teaching discharges for 28, 33 Q3 2022- DRV, DRH Number of researchers benefitting
in French and English at international level, Marseille University’ researchers who respond to external calls for Q2 2024 from a teaching discharge to
with the support of HR services (Euraxess) for proposals. These discharges are currently limited apply for external funding; Volume
permanent positions to submission of ERC proposals and coordination of external funding linked to
1.2 Strengthen the support of HR services to the 12, 13, 14, Q4 2021 DRH Guide of best practice shared with of H2020/Horizon Europe collaborative projects. sabbaticals obtained by AMU’s
internationalisation of recruitment process and 19, 20 Q2 2022 all research units by Q2 2022; % of The revision of criteria to attribute such teaching researchers
develop and disseminate a guide of best practices on research units involving the local discharges (e.g. an extension to certain national calls
issues such as publishing job descriptions in English HR department in their recruitment for projects) will be proposed by a specific task force
and providing systematic feedback to applicants process in coordination with the HRS4R Working Group on
(within AMU and Protisvalor) recruitment and career development.
1.3 Develop recruitment practices which take 12, 13, 15, Q3 2021 DRH Recommendations on recruitment 2.5 Set up a research-boosting package for newly 28, 33 Q3 2021- DRV, DRH Number of newly recruited lecturer-
into account a broader spectrum of skills and 16, 17, 18, Q2 2022 criteria communicated to all recruited lecturer-researchers (1/3 teaching Q2 2022 researchers benefitting from
experience (beyond ‘traditional’ academic criteria 19, 20 selection committees by Q2 discharge for 3 years, and an installation bonus of teaching discharge and installation
based on bibliometrics), including the candidates’ soft 2022 (lettre de cadrage); Annual 10 K€) bonus by Q2 2022
skills and track record on outreach and dissemination monitoring and revision of criteria as 2.6 Propose an integration/welcome path to all 38, 39 Q4 2021- DRH 100% of newly recruited research
of scientific results, open science, … These criteria will of Q2 2023 newcomers (AMU and Protisvalor, R1 to R4 Q2 2023 staff benefitting from the welcome
be included in the annual lettre de cadrage sent to staff): systematic meeting with the campus HR pack by Q2 2023
selection committees (and applied according to the department, distribution of the European Charter
specific situation of each discipline). for Researchers and the internal recruitment guide,
1.4 Conduct an international benchmark on 12, 13, 15, Q3 2021 DRH, DGS Benchmark study drafted and introduction to the existing IT tools within AMU,
recruitment processes of lecturer-researchers, 16, 17, 18, Q2 2022 shared with all stakeholders by Q2 through bilingual online tutorials
in coordination with partners of the French UDICE 19, 20 2022 2.7 Improve HR support services by local HR 11, 22, 25, Q4 2021- DRH At least 1 HR meeting per campus
association of research universities and the CIVIS departments at the level of AMU’s campuses: 28, 30, 38, Q2 2023 per year as of 2022; Number of
European University Alliance Personalised support to career development; annual 39 research staff benefitting from
2. Career development HR meetings on the local campuses to clarify the personalised support to career
conditions for promotion (professional diversity/ development in 2022, and number
2.1 Set-up a Staff Development School (in line with 8, 22, 28, Q3 2021- DRH, VPRH Development and experimentation equality); support from HR advisers to identify per year as of 2023
the project IDeAL) to provide advanced skills-based 32, 39 Q2 2023 of new training offer from 2021 to desirable training courses, if necessary by means of a
training to research staff in management positions 2023; Quality of training offer as skills assessment
within AMU and its academic partners on the reported by trained research staff
Aix-Marseille site, especially National Research in management positions; % of 2.8 Improve the communication on opportunities of 28, 29 Q4 2021- DRV, DirCom All mobility opportunities within
Organisations (NROs) whose researchers work in research units working with local international mobility (within the CIVIS European Q2 2022 institutional partnerships
joint research units hosted by AMU. The campuses’ HR departments to identify training University Alliance and beyond) and inter-sectoral (such as the CIVIS alliance)
HR departments will work with research units to needs by Q2 2022 mobility (between public and private research units) advertised on AMU’s HR website;
identify training needs and mutualize the training Communication on inter-sectoral
offer with NROs. mobility systematically integrated
into university-wide HR related
communication
Human Resources Strategy for Researchers (HRS4R) AMU is committed to its Researchers. Objective: European label in 2021
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C&C Responsible C&C Responsible
Proposed actions Timing Indicator(s) / Target(s) Proposed actions Timing Indicator(s) / Target(s)
principles Unit principles Unit
2.9 Further develop attractive packages for top level 22, 26 Q3 2021 DRH, DRV Number of packages offered to top 3.6 Foster socializing and team-building initiatives 24 Q4 2021- DRH, DGS/ Number of research units (and
researchers in line with the practices of A*MIDEX level researchers per year; Number by developing on-campus sport and cultural Q2 2023 VPQWL, DDPI research teams) systematically
(AMU’s national Idex label of excellence) of applications and acceptance rate; initiatives and facilities for staff, encouraging and implementing team building
Position of recruited researcher on supporting research units to implement social events initiatives
the waiting list (if selected candidate for their staff, and creating a university-wide award
has not accepted the offer) for innovative team-building initiatives to promote
exchange of good practices across research units
2.10 Develop evaluation practices which take 11 Q3 2021- DRH Integration of new criteria in
into account a broader spectrum of skills Q2 2022 evaluation guides, and effective 3.7 Experiment the implementation of professional 3, 4, 5, 22, Q3 2021- DRH Number of participants in networks;
and experience including the candidates’ integration in evaluation practices networks for research support staff across 28 Q2 2023 Satisfaction of participants with the
track record on national and European calls (survey) research units, in order to share good practices network’s activity
for proposals, outreach and dissemination and organise relevant training for personnel who is
of scientific results, open science practices, spread over numerous research units and several
… These criteria will be included in a guide of campuses
best practices for evaluation, which will be
communicated to all AMU’s research units.
4. Specific actions focused on PhD students
4.1 Enhance the visibility of support services for PhD 24 Q4 2021 - DFD Opening of the 1st Maison du
3. Quality of working life
students by setting up a one-stop shop (Maison Q2 2023 Doctorat (Q4 2021); one Maison
3.1 Promote benevolent management through 24, 37, 40 Q3 2021 - DGS, DRH, 100% of leading research staff du doctorat) that will be present on all of AMU’s du Doctorat on each campus by Q2
systematic training in HR management for leading Q2 2022 VPQWL following benevolent leadership campuses. This structure will gather all services 2023
research staff. A video clip promoting benevolent training by Q2 2022. in charge of PhD-related processes (registration,
leadership will be included at the beginning of re-registration, mobility, training, orientation and
training sessions for management in research and professional integration, …).
research support services.
4.2
Simplify and digitalise all administrative 24 Q3 2021- DFD, DOSI 100 % of administrative procedures
3.2 Set up an impartial, external support unit to 10, 24, 37, Q4 2021 - DGS, DRH, Number of cases per year; Visibility procedures for PhD students Q2 2022 for PhD students digitalised by Q2
detect potential management problems and 40 Q2 2022 VPQWL, and quality of support as perceived 2022
prevent psycho-social risks. This unit will gather SUMPP by AMU staff
professionals with different profiles, who will be 4.3
Boost career development support to PhD 25, 28 Ongoing DFD, DRH % of PhD training dedicated to post-
trained to react appropriately to all issues arising students by further developing active training (continuous PhD job placement; Number of career
(psychology, legal regulations, …). practices involving socio-economic partners, improve- support workshops and other events
enhancing networking opportunities bringing together ment) organised per year
3.3 Create a service support group, with expertise 24 Q4 2021 - DGS; SUMPP Total staff of 3-5 FTE working at the students and potential future employers, and
on all support functions and whose mission, on a Q2 2023 service support group by Q2 2023; providing support in the search of external funding
voluntary basis, will be the temporary replacement of Number of hours of replacement
people on sick leave or maternity leave 4.4 Promote and mainstream best practices on PhD 4, 5, 11, Q4 2021- DFD, CD 100% of PhD students having met
supervision, drawing on the H2020 DOC2AMU 36, 37, 40 Q2 2022 their Thesis Advisory Committee
3.4 Develop ergonomic workplaces and space for 23, 24 Ongoing DGS/, VPQWL, Number of workstations dedicated COFUND programme implemented by AMU’s doctoral during their 1st year as of Q2 2022;
socializing in all building and campus renovation (continuous DDPI, SUMPP to co-working for staff on AMU college: collective PhD supervision by Thesis Advisory At least one best practice session
works improve- campuses; Satisfaction of research Committees as of the 1st year of PhD trajectories, and for PhD supervisors organised per
ment) staff with workplace ; Satisfaction of development of informal sessions for PhD supervisors semester as of Q2 2022
research staff with workplace to exchange best practices
3.5 Facilitate flexible work practices, especially 23, 24 Q3 2021 - DGS, DRH, % of research support staff (BIATSS) 4.5
Promote research ethics by strengthening 2, 3, 6, 32, Q3 2021- DFD, DRH Number of hours of training on
through remote working, (time, place, Q2 2022 SUMPP provided with material support; support services and incentive systems for 36, 40 Q2 2022 research ethics for PhD students
organization) while maintaining good working Satisfaction of research staff with PhD students and their supervisors through throughout the PhD trajectory as of
conditions to avoid musculo-skeletal disorders. This remote working arrangements specific training for PhD students on research ethics, 2022; Satisfaction of PhD students
action implies the necessary identification of working (annual survey) deployment of plagiarism software, and exchange of with training on research ethics;
conditions inducing musculo-skeletal disorders and best practices among PhD supervisors 100% of Doctoral Schools equipped
implementing appropriate corrective measures (for with anti-plagiarism software by Q2
eg. provide researchers with laptops so that they can 2022
vary their work postures).
4.6 Set up an annual survey to measure students’ 38, 39 Q4 2021 - DFD Existence of survey; Response rate;
satisfaction with doctoral training Q2 2023 Improvement of the satisfaction rate
over the years.
Human Resources Strategy for Researchers (HRS4R) AMU is committed to its Researchers. Objective: European label in 2021
12 13
C&C Responsible C&C Responsible
Proposed actions Timing Indicator(s) / Target(s) Proposed actions Timing Indicator(s) / Target(s)
principles Unit principles Unit
5. Specific actions focused on welcoming international researchers 8. Ethics and scientific integrity
5.1
Enhance and simplify support services to 12, 13, 24 Q3 2021- DRV Satisfaction of international 8.1 Develop training on ethics and scientific integrity 2, 3, 6 Q4 2021- DRH / DRV % of researchers trained in ethics and
incoming international researchers which will Q2 2022 researchers with welcome services; Q2 2022 DFD, PhD scientific integrity; Satisfaction of
be provided by AMU’s recently launched Euraxess Satisfaction of research units and Schools researchers with AMU’s training offer
support centre: enhancing training of staff to develop researchers with AMU Euraxess on ethics and scientific integrity
key skills for welcoming international researchers, support centre
facilitating inter-services cooperation within AMU, 8.2 Elaborate a deontology guide, gathering internal 2, 3, 6 Q4 2021- DRH, DRV % of survey respondents aware of
and increasing cooperation with regional and local rules, Corporate Social Responsibility (CSR) policy, Q2 2022 existing deontology tools and policies
authorities charters, contact of AMU’s Mediator, … within AMU
5.2 Better inform on the conditions for welcoming 4, 5, 6, 7, Q4 2021- DRV, DRH, 100% of administrative forms for
9. Communication and visibility of HRS4R
international researchers, through centralising all 24 Q2 2022 DFD, DRI international researchers translated 9.1 Internationalize communication on AMU’s HR strategy 13, 18, 29 Q3 2021- DRH, DRV, All relevant HR information, including
required information and translating all documents in in English by Q2 2022 to attract international research staff and enhance Q2 2022 DRI, DirCom the website of the AMU’s HR
English (recruitment forms, contracts, settling in form...), mobility (e.g. within the CIVIS European University department, available in English as
in order to facilitate access to information for both, Alliance and beyond) of Q2 2022
incoming researchers themselves, and AMU staff/
research units recruiting and welcoming them 9.2
Strengthen internal communication on AMU’s 3, 4, 5, 7, 8, Q3 2021 - DRH, DRV,
HRS4R strategy and all issues related to HR for 9, 23, 24 Q2 2022 DirCom
6. Open Science researchers: annual HRS4R day bringing together all
6.1
Structure the steering and management of 9 Q3 2021- SCD, DRV Existence of strategic document/ HRS4R Working Groups and AMU’s broader research
AMU’s open science policy, by writing up a Q2 2022 charter; Number of meetings of community, HRS4R-implementation prize for research
strategic document/charter, setting up committees Coordination Committee/year; 1 units, support to the integration of the European
to coordinate open science initiatives and provide open science referee / research unit Charter for Researchers in the internal regulations
expertise on open science, and structuring a by Q2 2022 of AMU’s research units, sensitisation to the C&C in
decentralised network of open science referees in every Horizon Europe training proposed internally and
research units in information sessions dedicated to Horizon Europe
6.2 Develop training and awareness-raising on open 3, 6, 7, 9 Q4 2021- SCD, DRV, Number of participants in training
access, research data management and citizen Q2 2023 DRH sessions; % of publications uploaded
science, by creating a shared virtual space for training on open access platforms
and communication, developing AMU’s training offer,
enhancing support for the dissemination of scientific
results and providing support to the elaboration of
data management plans, in link with the projects of
CIVIS
7. Gender equality
7.1
Facilitate career re-entry after parent-related 10, 27 Q4 2021- DRH, VP % of successful applications to CRCTs
leave, by promoting the access to research sabbaticals Q2 2022 Gender among all applicants back from
(CRCT) following parental leave equality parental leave
and non-
discrimination
7.2 Improve internal data collection on anti-discri- 10, 27 Q3 2021- DRH, VP New version of AMU’s social audit
mination measures to monitor the impact of actions Q2 2022 Gender report (bilan social) including all
(awareness-raising, training, etc.), including academic equality relevant indicators (participation
experts on issues related to anti-discrimination and and non- indicator, new parity indices -
equality discrimination Adverse impact ratio - and cross-
sectional analyses of the evolution of
recruitment and promotion decisions)
published annually as of 2022
7.3
Mainstream gender bias training for selection 10, 12, 13, Q3 2021- DRH, VP All selection committees trained on
committees of permanent researchers, and extend 27 Q3 2022 Gender gender bias as of Q3 2022
it to the selection committees of contract-based equality
research staff and doctoral students and non-
discrimination
Human Resources Strategy for Researchers (HRS4R) AMU is committed to its Researchers. Objective: European label in 2021
14 15
Implementation of the HRS4R at AMU: Governance of the implementation process:
Organisation & Timing The implementation of our HRS4S strategy will be overseen by AMU’s presidential leadership team and central governance
bodies. AMU’s presidential leadership team will validate annual progress reports provided by the HRS4R Steering
The implementation of the action plan will be structured in two main phases: Committee and strategic decisions on the adjustment of the action plan, if necessary. AMU’s Governing Board (CA), the
Research commission of its Academic Council (CACr), the Technical Committee (CT) as well as the governance bodies of
1. Launch and experimentation phase (~Q4 2021-Q2 2. Mainstreaming (~Q3 2023-Q4 2025). All measures AMU’s subsidiary Protisvalor, will be informed on a regular basis (at least annually). The implementation process will be
2023). Quite all measures described in the action plan described in the action plan will be fully implemented, governed by the following bodies:
will be launched at latest by the end of 2021 (except including potential adjustments following the
actions 2.2., 2.3 and 2.4 which will need more time to experimentation phase (except actions 2.2, 2.3 and 2.4
prepare). Most actions will follow an experimentation which will follow an experimentation phase until 2025).
phase of one academic year, or 2 years for those which AMU presidential team
are more complex to implement. Beyond continuous & governance bodies
monitoring, a self-evaluation led by external experts
Role: Political Oversight
under the supervision of AMU’s International Advisory
Board will provide a first in-depth progress report ahead
of AMU’s new 5-year strategic plan for 2024-2028.
HRS4R Steering
Committee
Role: Strategic Oversight
AMU International
Advisory Board
Role: External Advice
HRS4R Implementation
Committee
Role: Operational Management
WG 1 WG 2 WG 3
PhD Students Recruitment Quality of
& career working life
WG 4 WG 5
Open Science Welcoming
international
researchers
Role: Implementation and monitoring
Human Resources Strategy for Researchers (HRS4R) AMU is committed to its Researchers. Objective: European label in 2021
16 17
Gantt chart
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1. Recruitment 4. Specific actions focused on PhD students
1.1 Enhance the international visibility of job opportunities 4.1 Enhance the visibility of support services for PhD
at AMU students by setting up a one-stop shop
1.2 Strengthen the support of HR services to the 4.2 Simplify and digitalise all administrative procedures
internationalisation of recruitment process 4.3 Boost career development support to PhD students
1.3 Develop recruitment practices which take into account 4.4 Promote and mainstream best practices on PhD
a broader spectrum of skills and experience supervision
1.4 Conduct a benchmark on lecturer-researchers’ 4.5 Promote research ethics by strengthening PhD support
recruitment process by other universities services and incentive systems
2. Career development
4.6 Set up an annual survey to measure satisfaction with
2.1 Set-up a Staff Development School doctoral training
2.2 Experiment a “Habilitation to manage teaching and 5. Specific actions focused on welcoming foreign researchers
pedagogical projects” 5.1 Enhance and simplify support services to incoming
2.3 Experiment a mentorship system for researchers foreign researchers
2.4 Extend the perimeter of teaching discharges for 5.2 Better inform on the conditions for welcoming foreign
researchers who respond to external calls for projects researchers
2.5 Set up a career-boosting package for newly recruited 6. Open Science
lecturer-researchers 6.1 Structure the steering and management of AMU’s open
2.6 Propose an integration/welcome path to all science policy
newcomers 6.2 Develop training and awareness-raising on open
2.7 Develop HR support services by local HR departments access, research data management and citizen science
at the level of AMU’s campuses 7. Gender equality
2.8 Improve the communication on opportunities of 7.1 Facilitate career re-entry after parent-related leave
international and inter-sectorial mobility
7.2 Improve internal data collection on anti-discrimination
2.9 Further develop attractive packages for top level measures
researchers
7.3 Mainstream gender bias training
2.10 Develop evaluation practices which take into account
8. Ethics and scientific integrity
a broader spectrum of skills and experience
8.1 Develop training on ethics and scientific integrity
3. Quality of working life
8.2 Elaborate a deontology guide
3.1 Promote benevolent leadership
9. Communictaion and visibility of HRS4R
3.2 Set up an impartial, external support unit to detect and
solve management problems and prevent PSR 9.1 Internationalize communication on AMU’s HR strategy
3.3 Create a service support group 9.2 Strengthen internal communication on AMU’s HRS4R
strategy
3.4 Develop ergonomic workplaces
3.5 Facilitate flexible work practices, especially through
remote working, (time, place, organization)
3.6 Foster socializing and team-building initiatives
3.7 Experiment the implementation of professional Experimentation
networks for research support staff across labs MainstreamingHuman Resources Strategy for Researchers (HRS4R) AMU is committed to its Researchers. Objective: European label in 2021
18 19
Glossary
A • DGS/DGSA : Director General of support services / I T
• A*MIDEX / IDEX : Aix-Marseille Initiative of Excellence Vice Director General of support services -Directeur • IDeAL : AMU Project: “Integration and Development at • TIGER : AMU Project: « Transform and Innovate in
– Initiative d’Excellence du site d’Aix Marseille Général des Services/Directeur Général des Services Aix-Marseille through Learning” – Projet AMU dans le Graduate Education with Research” – Projet AMU
https://www.univ-amu.fr/amidex Adjoint cadre de l’appel “Grandes universités de Recherche dans le cadre de l’appel “Grandes universités de
• Assistant professors : Maître de conférences (MCF) https://www.univ-amu.fr/fr/public/pia-3-projet- Recherche
• DirCom : Communication Department – Directon de la
ideal https://www.univ-amu.fr/fr/public/pia-3-projet-
Communication
• International Advisory Board – Conseil international tiger
C • DOC2AMU : H2020 Marie Sklodovska Curie COFUND
d’Orientation stratégique
• CA : Governing Board - Conseil d’Administration - programme dedicated to PhD – Programme COFUND
Marie Sklodovska Curie pour les Doctorants. U
• CAC : Academic Council – Conseil académique - • UDIC : association grouping 10 research universities
https://doc2amu.univ-amu.fr/fr L
• CD : Doctoral College – Collège Doctoral • Lecturer-researcher : Enseignant-chercheur association de 10 universités de recherche françaises
• DOSI : Information System Operations Department –
• CHSCT : Committee of Hygiene, Security and Work Direction Opérationnelle des Systèmes d’Information • UMR : Joint research unit (between the university and
conditions – Comité d’hygiène, de sécurité et des one of the National Research Organisation)– Unité
conditions de travail
• DRH : Human Resources Department – Direction des P Mixte de Recherche (entre l’université et l’un des
Ressources Humaines organismes de recherche)
• CIPE : Centre for pedagogical innovation and
• DRI : International Relations Department – Direction • Professor : Professeur
evaluation – Centre d’innovation Pédagogique et
des Relations internationales • Protisvalor : AMU spin off dedicated to support
Evaluation V
• DRV : Research & Valorisation Department -Direction researchers in the instruction, setting up and • VAE : validation of prior experience - Validation des
• CISAM : Aix-Marseille Centre of innovation and
de la Recherche et de la Valorisation management of public-private and European research Acquis de l’Expérience
knowledge – Cité de l’innovation et des Savoirs
• DU : Director of research unit - Directeur d’Unité contracts. - filiale d’Aix Marseille Université spécialisée
d’Aix-Marseille
dans l’accompagnement des chercheurs pour
https://cisam-innovation.com/
l’instruction, le montage et la gestion des contrats de
• CIVIS : European Civic University Alliance E recherche partenariaux et européens
https://civis.eu/fr • EPST : Public institution of a scientific and https://www.protisvalor.com/site/fr
• CNU : National Council for Universities -Conseil technological nature – Établissement public à
National des universités caractère scientifique et technologique
R
• CRCT : Sabatical for Research or Thematic • RAD : administrative managers and referents
Conversions - Congés pour Recherches ou Conversions G -Responsible Administratif
Thématiques • Galaxie : web portal dedicated to operations relating
• CST : Thesis Advisory Committee – Comité de Suivi de to the recruitment research and teaching staff -
Portail dédié aux opérations relatives au recrutement S
Thèse • SATT : Technology Transfer Acceleration Company –
des personnels de l’enseignement supérieur et de la
• CT : Technical Committee – Comité technique recherche ... Société d’Accélération de Transfert de Technologie
https://www.galaxie.enseignementsup-recherche. • SCD : Academic Libraries -Service Commun de
D gouv.fr/ensup/candidats.html Documentation
• DAC : Department of Continuous Improvement – • SUMPP : University Service of Preventive Medicine
Direction de l’Amélioration continue H for Personnel - Service universitaire de médecine de
• DAJI : Legal and Institutional Affairs Department – • Hcéres : High Council for Evaluation of Research and prévention des personnels
Direction des Affaires juridiques et institutionnelles Higher Education - Haut Conseil de l’évaluation de la
• DDPI : Real Estate Development Department - recherche et de l’enseignement supérieur
Direction du Développement du Patrimoine Immobilier
• DFD : Doctoral Training Department – Direction de la
Formation DoctoraleCréation DIRCOM AMU - février 2021 | Photos : Jean Fondacci / Shutterstock
Contact:
http://url.univ-amu.fr/hrs4r
Email: hrs4r@univ-amu.fr
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