Collaboration for Development at KTH Lotta Gustavsson, HR Manager Personnel Department, University Administration, KTH, Stockholm, Sweden September 2016

Objectives An introduction to Collaboration for Development Reflections and Perspectives

The educational environment Four different scenes where a manager or a leader in Higher Education Institutions can lead and also collaborate according to the Collaboration Agreement Formal organization and administration 10 Schools and the University Administration Transversely and when networkning Research centers Research within the field of knowledge The research team The educational environment Degree program

What is collaboration in the formal organization according to the collective agreement? According to KTH: Working Environment Act Co-determination Act Discrimination Act Collaboration Agreement Collaboration for Development

What is collaboration? Instead of employees receive information from the employer, we have a mutual dialogue about things that affect us in the workplace

Collaboration at KTH Personnel Committee (PPK) Equal Opportunities Central collaboration group (CSG) School Collaboration Group (SSG) Local Collaboration Groups (in some Schools) Workplace Meetings (APT) Development and Performance Dialogues /Appraisals Personnel Committee (PPK) Equal Opportunities Committee Health and Safety Committee (and Working Environment)

How can we benefit from collaborating? The operations and business and its development are put into focus Stimulates more employees to involve in the organization's development The organization's flexibility and adaptability increases The direct influence increases The empolyees´ competencies deepens and/or expand As a manager, you get an additional way to pick up employees' ideas, commitment and improvement proposals

What is required for good collaboration? Transparency - All issues will be discussed / addressed Trust - The prerequisite for transparency Enough space for questions - a dialogue between the parties (or between employees / employee-manager) Listen to response and feedback - capture new angles / ideas Basis for decision / preparation - important to be well-informed / prepared Regular basis - A natural part of the operations and business

Differences in approaches Traditional negotiations Collaboration The employer informs the trade unions The trade union states its opinion/opinions Central negotiations Dialogue between the parties Preferably early in the process In case of disagreement the question is raised to a higher level Multiple levels

Differences in attitude Negotiation Collaboration Assumes differences / polarization Information Argue, discuss, dispute Confrontation Seeking compromises Seeking common view, mutual vision Dialogue Active listening Understanding Seeking understanding and agreement

Do we always agree? If you cannot agree, you notify the collaboration group about the disagreement. It is sufficient that one member disagrees Disagreements should be added to the protocol The employer is responsible for raising the issue to the next level This is nothing odd – it is part of collaboration

Work place meetings

What to bring up at the work place meeting? Items on the fixed agenda The issues affecting the group's activities Planning, change, development, evaluation of activities Discussion and suggestions for solutions APT tänk HUR - mata diskussioner Hur ska vi göra? Hur mår vi? Hur löser vi detta problem? Vad tycker vi om den här iden?

The manager's role is important The manager or leader has the responsibility to create, and make possible, a culture of dialogue at an early stage in the processes, and has to encourage all employees to be responsible for actively participating in the development.

Before workplace meetings Agree on ground rules Start from fixed agenda What issues should be addressed? Which questions are important for empolyees? Communicate with employees and management about the issues that are to be discussed - so that everyone can prepare Communicate that everyone is expected to prepare the issues that concern them

During Workplace meetings “Meeting technology” and some discipline. Everyone should be able to express their views Meetings held separately from others that are not part of the group Highlight the decisions: what, who, when. Preferably “task list” Documentation -Write notes!

Development dialogues, appraisal

According to KTH The discussion is a systematic and structured dialogue between manager and employee to come up with an individual action and development plan to support operations and business development. The conversation should not replace and can not be replaced by regular contacts between managers and employees. The discussion is one of several tools in collaboration culture.

Objective: Development dialogue, appraisal Develop Clarify The operations, the business, the employee skills (salary) Clarify Requirements, objectives, expectations, opportunities Talk about/discuss Experiences, needs, areas of improvement Inspire Commitment, job satisfaction, efficiency Follow up Requirements, objectives, performance, expectations

There are different templates for development dialogues, appraisals Staff Ph D students Faculty

Questions? a)…? b)…? c)…? Thank you! Lotta Gustavsson, HR Manager e-mail lottag@kth.se Questions? a)…? b)…? c)…? Thank you!