The HR column aims to spend a total of €4.5 million less in 2029 than in 2024. In order to achieve the savings targets, a vision and plan have been developed whereby the HR column will work more efficiently (and require fewer staff) through standardisation, digitisation and consolidation. This will transform the HR function from an operational and tactical role to a strategic partner within the organisation in the period from 2025 to 2030.
1. Service model
The HR service delivery model refers to the type of services offered by the HR department, how these services are organised internally, how HR teams collaborate with each other and with the faculties, and how decision-making takes place. This model determines the efficiency and effectiveness of HR activities and how well HR can respond to the needs of the organisation and its employees.
There are several challenges in the current situation. First, compared to other public organisations, there is a relatively large HR team. In addition, there are many manual processes due to a limited degree of automation, and the technological infrastructure is outdated. These factors hinder strategic operations, reduce the efficiency of work and make it difficult to support managers and employees efficiently.
From 2025 to 2029, the goal is to work towards an HR organisation that better meets the needs of employees and managers. This will be done in phases: first, a solid foundation will be laid for efficient HR services (phase 1), after which the HR function will be further improved (phase 2). The outlines of the plan are currently being further developed, and work is underway on the decision-making process for the first step of this process, including a request for advice from the works council. As soon as more information can be communicated about the direction of the HR service model, this will be shared.
2. Processes
Standardising and digitising HR processes
The HR service model is a long-term initiative. In the short term, work is being done to standardise and digitise HR processes.
As a first step, BASS now has a new, user-friendly layout that matches our university's corporate identity. In the coming period, more and more HR processes will be simplified, standardised and digitised. Careful consideration will be given to which processes will be digitised in BASS and which in the new HR system (long term).
This will enable employees and managers to request or arrange more and more HR matters digitally in the long term. Examples include the annual appraisal process or requests for additional leave. If anything changes for you, you will be informed via the management newsletter (for managers) or the weekly newsletter (for employees).
By gradually simplifying, standardising and digitising processes, we are working towards a strong foundation for the future and improving the efficiency of our HR services.
3. Systeem
The initiatives that will be implemented in the short term, such as the redesign of the BASS layout, are aimed at improving the user-friendliness of the current system. In the long term, the current BASS system will be replaced by a new, more user-friendly system that will enable employees to manage many things themselves.
You will be kept informed of the status of the above processes via the weekly newsletter and your manager. Managers receive regular updates relevant to them in the newsletter for managers.
