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

2. Objectives An introduction to Collaboration for Development
Reflections and Perspectives

3. 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

4. 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

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

6. 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)

7. 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

8. 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

9. 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

10. 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

11. 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

12. Work place meetings

13. 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?

14. 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.

15. 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

16. 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!

17. Development dialogues, appraisal

18. 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.

19. 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

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

21. Questions? a)…? b)…? c)…? Thank you!
Lotta Gustavsson, HR Manager
Questions? a)…? b)…? c)…? Thank you!