1. 1 Why NTNU signed Charter and Code NTNU is dependent on international recruitment –1/4 of the researchers and 1/3 of the PhD-scholars come from other countries (2008) Charter and Code adds to the good reputation of NTNU –NTNU was the first Norwegian institution to obtain the HR excellence in research logo. –We must make an effort to keep the EU logo. Charter and Code gives an extra motivation to internal quality development –Our implementation strategy is to place HR for researchers on the agenda: in relevant ongoing projects at the university (e.g. HR-project, PhD-project) in relevant forum such as HR-management network, Research Committee, Deans meeting etc.

2. 2 NTNU action plan for Charter and Code  Internal evaluation autumn 2009 NTNU practise and regulations in conformity with Charter and Code principles, but always room for improvement.  NTNU action plan for Charter and Code adopted by the Board 23 February 2010 (Norwegian and English version on internal website for university strategies and external website for researcher mobility).  Implementation 2010-2012 –Rector’s staff responsible for coordination –Central ownership to all action points (accountability for implementation). –Aim: quality development in administrative support functions –Evaluation every two years (internal- and external evaluation)

3. 3 NTNU action plan for Charter and Code Charter and Code 40 principles Examples of actions and implementation (accountable unit) I. Researchers responsibility Academic management development (HR Department) II. Recruitment Recruitment (HR-project/HR Department) III. Attractive working conditions Working environment survey (All managers at NTNU) Equal opportunities action plan (Pro-Rector Research) IV. Research education and researcher career PhD-quality development (PhD-project/Pro-Rector Research) Appraisal interview and career counselling (HR-project)

4. 4 Charter and Code – implementation challenges 1) Communication  Simplify message: Our aim with CC is to place ”HR for researchers on the agenda” Internal quality development and external reputation  Information via university networks (Deans meeting, Research Committee, HR-management) 2)Management attention and priority  Strengthen follow-up of ongoing or planned actions/projects  New actions must have the priority of academic leaders 3)Wide scope of Charter/Code - a challenge to implementation  Who is to coordinate? Necessary to cooperate across central administrative boundaries HR, Research (Innovation, ICT, Finance)  Wider scope than traditional HR-work - challenge to competence and sense of ownership  Operative work must take place at Faculties and Departments 4)Quality development - evaluation of adm. support systems  Identify institutional owners to all action points (accountability for implementation)  Semi-annual follow-up by coordinator (status report)  Involvement of academic leaders (user perspective) in evaluation process

5. 5 Next action plan: Skills and career development? Draft NTNU Strategy include HR-development –personal skills development –strategic research management –clear, good and motivating management Running HR-programmes at NTNU –Competence Development Programme (HR-department) –Pedagogical Skills Development (University Pedagogy Unit) –Programme for Female Academic Staff (Equal Opportunities Advicer) Improvement areas identified in HR- and Phd-projects –Appraisal interviews better suited for academic staff – include career/skills development –Improve the skills of PhD-supervisors –General skills in PhD-education – a role for the HR-department? Employment conditions and careers for university researchers –Ensure legality of temporary contracts