1. Human Resources Management in Public Universities of Azerbaijan: challenges and perspectives Jala Garibova Azerbaijan University of Languages April 2013

2. Outline 1. Higher education in Azerbaijan 2. Legislative basis 3. Recruitment 4. Teaching load 5. Initiatives at institution level 6. Government initiatives 7. Challenges 1. Higher education in Azerbaijan 2. Legislative basis 3. Recruitment 4. Teaching load 5. Initiatives at institution level 6. Government initiatives 7. Challenges

3. 1. Higher education in Azerbaijan

4. Public and Private Universities 51 Universities36 public35 National 1 branch of a Russian institution 15 private

5. Location of Public Universities 36 public Universities 29 in Baku (capital) 7 in regions

6. Coverage of Public Universities 36 public Universities 6 – general (broad coverage of study programs) 30 – field specific

7. Number of students in educational institutions (2008-2012)

8. Number of employees in educational institutions (2008-2012)

9. Number of academic staff in educational institutions (2008-2012)

10. 2. Legislative basis

11. Education Management in Azerbaijan: Legislative Basis (1) From Law of Azerbaijan Republic on Education (19 June 2009):  The management of a higher education institution is effected by the Head (Rector) appointed by relevant Executive Body of Azerbaijan Republic  For transparency, board of trustees or other similar boards can be established for management purposes  Except for interference from educational governmental bodies (in case of necessity), no interference from other government structures in the management of an educational institution is allowed From Law of Azerbaijan Republic on Education (19 June 2009):  The management of a higher education institution is effected by the Head (Rector) appointed by relevant Executive Body of Azerbaijan Republic  For transparency, board of trustees or other similar boards can be established for management purposes  Except for interference from educational governmental bodies (in case of necessity), no interference from other government structures in the management of an educational institution is allowed

12. Education Management in Azerbaijan: Legislative Basis (2) From State Norms and Program on Higher Education in Azerbaijan Republic (23.04.2010):  The supreme managing structure in Higher Education institution is the Academic Board (Academic Council)  For transparency, board of trustees or other similar boards can be established for management purposes  Ministry of Education of Azerbaijan (MoE AZ) exercises control over quality of education at every educational institution (whether state or private) From State Norms and Program on Higher Education in Azerbaijan Republic (23.04.2010):  The supreme managing structure in Higher Education institution is the Academic Board (Academic Council)  For transparency, board of trustees or other similar boards can be established for management purposes  Ministry of Education of Azerbaijan (MoE AZ) exercises control over quality of education at every educational institution (whether state or private)

13. Financing of State Universities changed from University request for funds to per-student costs basis. (Presidential Decree of 10 February 2010) Costs are calculated only in respect to non- paying students (students financed by Government), so the Universities have to rely mostly on funds received from fee-paying students. However, non-paying students are best-scoring students. The higher the University rank, the lower the University funds Financial Issues (1)

14. Financial regulations are becoming more diversified and less centralized. Following the 10.02.2010 Presidential Decree and the Decree of Cabinet of Ministers of AZ on the cancellation of previous decrees concerning centralized payments/salary increase/additional merit-based payments (22.10.2012), MoE AZ signed a decree authorizing University Rectors to decide on: individual payments (instead of salary schemes set by Cabinet Ministry); employment contract form and period (instead of University Board Decisions and 5-year employment rule). (12 November 2012) By this: all governmental decisions concerning centralized payment schemes, additional merit-based payments approved by Government etc. lost effect.

15. 3. Recruitment

16. Academic Recruitment (pre-2012 Governmental Decree) Based on Decree of 7 August 1996 of Cabinet of Ministers DEAN Inside University vacancy announcement Elected from among University staff Elected at the University Academic Board (Council) – secret ballot Elected for 4 years Maximum 2 elections in row Reporting: annual individual work plan HEAD of CHAIR Outside University vacancy announcement Open competition Elected at the University Academic Board (Council) – secret ballot Elected for 5 years In exceptional cases appointed on the basis of a labor contract for not more than 1 year Reporting: annual individual work plan PROFESSOR Outside University vacancy announcement Open competition Elected at the University Academic Board (Council) – secret ballot Elected for 5 years Reporting: annual individual work plan DOCENT/SENIOR TEACHER/TEACH ER Outside University vacancy announcement Open competition Elected at Faculty Board – secret ballot Elected for 5 years In exceptional cases – appointed for 3 years Reporting: annual individual work plan

17. Recruitment of Deans and Heads of Chairs Decree of 7 August 1996 A special permanent commission is established by Rector for ensuring transparency in the election of deans and heads of chairs An open competition is announced in local media Applications are received by Rector Applications and accompanying documents are sent to the special commission A Chair meeting is called by the Commission for the final decision on the selection of a suitable candidate for the position of Head of Chair/for the election of Dean meetings are held with all relevant chairs (open voting) The Chair’s decision is authorized by the signature of the Chairman of the Special Commission Based on the decision authorized by Commission a 5-year labor contract is signed between the candidate and Rector. Reporting: annual report (to faculty board for heads of chairs; to University board for deans).

18. New Recruitment Rules Employment contracts signed with every employee on an annual basis Salaries established individually by University administration Merit-based special procedures (tenure etc.) to individual professors, scholars, academic figures – at the discretion of individual Universities. (Order of Minister of Education of AZ of 12.11.2012 based on the Decree of Cabinet of Ministers of AZ of 22.10.2012) Employment contracts signed with every employee on an annual basis Salaries established individually by University administration Merit-based special procedures (tenure etc.) to individual professors, scholars, academic figures – at the discretion of individual Universities. (Order of Minister of Education of AZ of 12.11.2012 based on the Decree of Cabinet of Ministers of AZ of 22.10.2012)

19. Dynamics of Changes Authority: from University Board to University Structures to University administration (despite the University Board is still considered the highest authority at Universities its scope is considerably reduced); from Governmental decision to Institutional decisions Legislative basis for recruitment: from Board Protocol to labor contract Employment period: from 5 years to 1 year (with possibility of renewal) Assessment and Reporting: from individual work plan (input-based and not output oriented) to annual reports

20. 4. Teaching load

21. Teaching Load at Universities *According to the Decree of Prime Minister of 24 November 2010, the full-time annual teaching load of University professors/instructors is not less than 500 hours. *Not less than 60% of this load should be direct classroom teaching (lectures, seminars, laboratory work etc.)

22. Teaching Load in 1995-2009 Norms of Teaching load for University professors according to Statute of 6 November 1995: Teaching load – not less than 450-500 hours per year Not less than 40% of this load to be direct classroom teaching (lectures, seminars, laboratory work etc.)

23. Student:Professor ratios From the case of Azerbaijan University of Languages: Before per-student based financing rule (before 2013) - 1:4 After per-student based financing rule (2013) – 1:9 Staff reductions brought to higher degree of competitions among teaching

24. 5. Initiatives at institution level

25. Individual University Initiatives to Improve Educational Management Enhancement of HR procedures for hiring: Pre-interview screening Interview Post-interview assessment Requirement of international certificates on certain skills (language, IT etc.) Motivation letters

26. Recruitment of New Graduates Recruitment of motivated and talented graduates through internship Involvement of new graduates in academic administration at lower levels Involvement of new graduates in start-up teaching activities

27. University Cooperation for Hiring and Evaluation Local University agreements on mobile committees for staff hiring and performance evaluation activities: (e.g., Baku State University staff involved in performance evaluation of the library staff of Azerbaijan University of Languages; Azerbaijan University of Languages involved in evaluating of language chairs of Baku State University, Azerbaijan State Economics University and Azerbaijan State Architecture and Civil Engineering University)

28. Quality Assurance and Control Centers Involvement QA Centers involved in performance evaluation for academic and administrative staff: Designing questionnaires and survey forms; Analyzing survey results; Assisting HR/departments with drafting job descriptions Designing self-assessment and performance evaluation forms

29. Staff trainings and enhancement More investment in supporting staff development International projects, partnerships and University initiatives Performance evaluation parameters linked to staff development needs analysis Bottom-up management and evaluation initiatives at some Universities

30. 6. Government initiatives

31. Structural/Policy Changes at Governmental Level Department of Strategic Analysis, Planning and Human Resources Management established at Ministry of Education of Azerbaijan (MoE AZ) Main objectives: 1. to introduce/facilitate new management mechanisms into educational management at the level of MoE AZ and individual educational institutions; 2. to monitor compliance with educational law and legislation by MoE AZ sections and individual institutions; to analyze the outcomes and to prepare recommendations; 3. to develop educational policy; to ensure achievement of sustainability in educational reforms; 4. To prepare new reporting mechanisms 5. To develop MoE AZ’s new human resources policy and program 6. To analyze implementation and outcomes of international partnerships, international projects, projects with NGOs etc., undertaken by MoE AZ and individual institutions for the benefits of reforms. Department of Strategic Analysis, Planning and Human Resources Management established at Ministry of Education of Azerbaijan (MoE AZ) Main objectives: 1. to introduce/facilitate new management mechanisms into educational management at the level of MoE AZ and individual educational institutions; 2. to monitor compliance with educational law and legislation by MoE AZ sections and individual institutions; to analyze the outcomes and to prepare recommendations; 3. to develop educational policy; to ensure achievement of sustainability in educational reforms; 4. To prepare new reporting mechanisms 5. To develop MoE AZ’s new human resources policy and program 6. To analyze implementation and outcomes of international partnerships, international projects, projects with NGOs etc., undertaken by MoE AZ and individual institutions for the benefits of reforms.

32. Study Programs in Educational Management Azerbaijan Pedagogics University has recently started an undergraduate study program in “Organization and Management of Education”. Pedagogical programs at other relevant Universities do not yet have courses in Educational Management or other similar ones. The main concentration of these programs is pedagogy (at the level of classroom management) and methods of teaching. A new specialty at doctoral level: “Organization and Management of Education” from 2012 (Decree of Cabinet of Ministers from 15 March 2012)

33. Switching to Electronic Management at Public Universities The year 2013 is announced the Year of Information Technologies in Azerbaijan by President of Azerbaijan Republic Draft project prepared jointly by Ministry of Finance of AZ and Ministry of Education of AZ on transferring the academic, financial and HR management at public Universities to e-based system Start-up activities: 21 May 2013 Goals are to introduce:  Resources management system (SERP)  Analytical reporting system (OBI);  Learning management system (CLIX-LMS);  Electronic signature (PKI) The year 2013 is announced the Year of Information Technologies in Azerbaijan by President of Azerbaijan Republic Draft project prepared jointly by Ministry of Finance of AZ and Ministry of Education of AZ on transferring the academic, financial and HR management at public Universities to e-based system Start-up activities: 21 May 2013 Goals are to introduce:  Resources management system (SERP)  Analytical reporting system (OBI);  Learning management system (CLIX-LMS);  Electronic signature (PKI)

34. 7. Challenges

35. Challenges Some departments at Universities are still using old documentation for reporting and evaluation (individual planning form) Contradictions in legislation (functions of the Academic Council and those of newly established Committees for recruitment overlap; not clear whether initiated boards of trustees at Universities would be alternative management systems or subject to University Board: legislation is unclear about it). Sometimes new decrees are adopted while the old ones are not officially announced void. Per student financing is not beneficial for well-rating Universities as they receive most of non-paying students. So the better the University, the lower the compensation capacity. Hence considerable opposition to the new financial policy Expected ranges of downsizing may create a social pressure. New initiative to switch to electronic management is a positive step. Still at the initial stage, the system will be based on the “central hub system” (however, this may be considered as an optimal step for the beginning as individual Universities do not possess sufficient experience to handle such a system).