1. Søren Hartz Faculty director
HRM in a recently merged university HUMANE in Coimbra, september 19th – 20th
Søren Hartz
Faculty director

2. Changing the landscape
2003 New University Act : Self-governing universities
Strengthening management structure
Board with a majority of external members
Management team is appointed, not elected
Responsibility linked to persons, not collective bodies.
Exceptions: Academic Council and Study Boards
Deregulation of state rules
Deregulation of state control of educational content
2005
New accounting principles – activity based costing
2007
University and Sector Research mergers: 27  11
+ 50 % government funding from 2012
2009
Competition for basic funding and public-sector consultancy
‘Take-along’ tuition fee

3. Changing the landscape
Government-funded research
+ 5.2 billion DKK
= %
= 16.1 billion DKK

4. University of Aarhus
+ Aarhus School of Business
+ Danish Institut for Agricultural
Sciences
+ Danish School of Education
University of Copenhagen
+ The Royal Veterinary and
Agricultural University
+ The Danish University of
Pharmaceutical Sciences
Technical University of Denmark
+ Research Center Risø
+ Danish Institute for Food and
Veterinary Research
+ Danish Institute For Fisheries
Research
+ Danish National Space Center
+ Danish Transport Research
Institute
Aalborg University
+ Danish Building Research
Institute
Copenhagen School of Business
IT University of Copenhagen
University of Southern Denmark
+ National Institute of Public Health
Roskilde University

5. The Royal Veterinary and Agricultural University 
KVL – a university of life sciences 
Faculty of Life Sciences 
KU-LIFE

6. The trend?
Graduates
Year

7. BEFORE NOW The Royal Veterinary and Agricultural University
The Pharmaceutical University
The University of Copenhagen
NOW
The University of Copenhagen - 8 faculties
The largest university in Scandinavia in number of researchers with more than 5,500 researchers and 37,000 students.
One of Europe’s largest university clusters within Health and Life Sciences.

8. Principles Clear hypothesis on value creation through merger
1. Goals
Principles
Clear hypothesis on value creation through merger
4. Process
2. Management
Prioritising and managing progress
Focussed involvment
The business case of the customer
3. Implementation
Communication and follow-up action

9. 1. Goals Europe strongest life-science cluster Internal market on EDU
New IT-infrastucture
Strategy on developing countries
Internationalisation
12% annual cost saving on administration (20 mio. EURO)

10. Central Administration
2. Management
Board
Rectorate
Director
Central Administration
Faculty of Health Sciences
Faculty of Humanities
Faculty of Law
Faculty of Life Sciences
Faculty of Pharmaceutical Sciences
Faculty of Science
Faculty of Social Sciences
Faculty of Theology

11. Most important administrative changes – so far
3. Implementation
Most important administrative changes – so far
Board
Management team, rectorate and deans (11)
Director coordination group (9)
Formalised heads of research group
Director of studies
Faculty advisory board
Panel of employer representatives
Accounting Office, Pay Roll, (Library), Building & Plans centralized
New KU opening balance
New KU university performance contract

12. University Performance Contract
3. Implementation
University Performance Contract
Publications
Internationalisation of research
External, non-governmental funding
PhDs
Student intake
Drop-out rate
Completion time
Educational programmes that meet society’s needs
Entrepeneurship
Internationalisation of educational programmes
Quality in education and teachting
Cooperation with university colleges
Continuing education
Participation in public debate
Cooperation with private companies
Research-based public-sector consultancy

13. Scientific potentials
4. Academic process
Scientific potentials
Biggest brainstorm ever?
 12 thematic packages
Take-off
and brainstorming
Focussing
- themes
Analysis
Description
of thematic
packages
Thematic packages
17 January February March-April May-June July

14. 4. Academic process Thematic packages Funding – 55million Euro
Improving livelihood, environment and health conditions in developing countries
E- in science
Natural resources and the environment
Science - ethics and communication
The universe of the cell
Identities
Modern medicine, food and health
Creation of societies through demographic movements
Future technologies
Global challenges
Welfare and democracy
Pharma, brain, mind
Funding – 55million Euro

15. Conclusions Clear hypothesis on value creation through merger
1. Goals
Conclusions
Clear hypothesis on value creation through merger
4. Process
2. Management
Prioritising and managing progress
Focussed involvment
The business case of the customer
3. Implementation
Communication and follow-up action

16. Success! Process in relation to thematic packages
KUUR – new strategic committee on educational matters
The internal market for education
KUFUR – new strategic committee on PhD matters
Stable operations
Core staff stays on
IT systems om the move
Positive staff involvement and climate
KVL  KU-LIFE 8 on THES Europe’s Top 10 Universities
KVL  KU-LIFE # 42 on Shanghai Jiao Tong rating
International Alliance of Research Universities (IARU)

17. Worries! Narrowminded national competition Basic funding declining
Critical mass in education
Speed
Engagement
Culture gaps
Political influence
Standardisation
Internal administrative overload
…and less focus on the customer