Changes in HR services: “The new is always exciting and daunting”

Agile and resilient

The new approach is in line with the university’s strategy ‘Connected for impact’. Elian: “Agility and resilience are key to this. Centralisation makes us less vulnerable. In small teams, it is difficult to cope with the absence of HR staff. In a larger centralised team, it is easier to keep processes running smoothly.”

The HR administration is therefore moving to a single central location, but the HR advisors will continue to work physically within the faculties. “We are primarily standardising the administrative HR processes,” explains Maaike. “That can easily be organised centrally. Advisory work will remain within the faculties and organisational units. The aim is for HR advisors to be able to focus more on tactical and strategic issues there, such as vitality, workload, leadership and organisational development. At present, they still spend a lot of time on customisation and administration.”

From 15 June, specialist teams will be set up to deal with specific issues, such as sick leave, international staff, and senior management roles from salary scale 15 upwards. “Anything that doesn’t fit into a standard process still requires tailor-made solutions and knowledge of the faculty,” says Maaike.

Getting used to a different way of working

For university staff, the transition mainly means a different way of working. “You’ll soon be able to sort out many HR matters via a self-service portal,” says Maaike.

Elian: “Whereas you might currently pop in to ask an HR staff member a quick question in the corridor, you’ll soon be handling HR matters digitally yourself more often. That will take some getting used to.”

Support will remain available, according to Maaike. “If staff members can’t figure it out online, they can call or email the HR Service Desk, or visit the service desk in the Berchmanianum. We’re setting up a first-line support service there.”

At the same time, they see benefits for university staff. “You’ll become less reliant on manual actions by HR colleagues,” says Maaike. “You are able able to sort out many HR matters directly yourself, such as applying for parental leave. We’re making sure this is straightforward, just as annual appraisal interviews can now be easily completed digitally.”

Supervisors will also be given more responsibility. Elian: “Some matters that were previously quickly handed over to HR will soon have to be dealt with by supervisors themselves.” Maaike cites sick leave as an example. “A supervisor is personally responsible for supporting an employee who is off sick. A new absence management system will be available for this purpose soon. Naturally, we will continue to offer support on issues that require a tailor-made approach.”

Addressing concerns

Both understand that the changes raise concerns among university staff. “Their main concern is that HR services will become more impersonal,” says Elian. “Staff are used to short lines of communication, to the HR officer working for their department being aware of what’s going on.”

Maaike adds: “Sometimes there’s a perception that certain HR arrangements should be unique to each faculty. Together with HR staff from the faculties, we have found that many processes can be organised in a uniform manner perfectly well without compromising a faculty’s distinct identity.”

Elian draws a parallel with wider societal developments. “At the bank, we now take it for granted that many services are provided digitally. That took some getting used to at first. What’s more, the self-service option will soon be available 24 hours a day, whereas the HR staff member obviously isn’t.”

The changes are also having an impact within the HR pillar. “Some HR staff members once made a conscious choice to work for a particular faculty,” notes Maaike. “Now they are joining a central team. We’re mindful of that.”

Elian emphasises that only time will tell how the new HR services will work out in practice. “We’ve thought the processes through carefully in advance, but we need to see how they work in practice.” It takes time to get used to something new. And the new is always exciting and daunting. It is up to us in HR to help everyone find their way through this. And to ensure there is a smoothly running system in which everyone can intuitively find their way. Recruitment used to be decentralised too, and has now been centralised for quite some time, without any problems. There were doubts about that beforehand as well.”

Time needed to grow

Both expect that the transition will also bring new, unforeseen challenges. “I can’t imagine that we won’t run into any issues from 15 June onwards,” says Elian. “New challenges always crop up.”

Maaike continues: “We need to monitor closely where problems arise and be prepared to make adjustments.”

According to her, it remains an exciting and daunting period for HR staff. “These changes are only the first step in the redesign of our HR service delivery model. Fortunately, we have implemented this phase in line with natural staff turnover. But we don’t yet know whether that will also apply to future steps and what those will look like.”

Elian therefore hopes for understanding. “Everyone within HR has worked incredibly hard to make this transition possible. Please give our HR staff time to settle into their new roles, teams and working methods.”

Maaike concludes: “The preparations are complete, but it’s only really getting started from 15 June. Then we’ll have to see how it works together and keep improving where necessary.”