The main trends in the development of the university’s human capital for 2010-2020[1] are shown in the figure (Fig.1 of the appendix to the section). The source of the university’s staffing problems is academic inbreeding. The main HR problems specific to the university were revealed during the studies[2] conducted in the preparation of the human capital management policy.
[1] The 31% decrease in the number of SPS was caused by a 25% decrease in the total number of students and a change in the teacher-student ratio (1/10 in 2010 and 1/12 in 2020). The annual share of university employees who improve their qualifications averaged 42% per year over the past ten years; at the same time, the share of those who performed this procedure outside the university increased significantly from 0.4% in 2010 to 22% in 2020. Over the past three years, the university has paid special attention to improving university employees’ digital literacy and security. In 2020, the share of those who have improved their qualifications at INOPOLISE, Kazan Federal University and other recognized digital mediators was 4.5%. The context of the total use of online educational platforms and the innate digital literacy of our students requires all university employees to take these programs
[2] 360-degree method (open interviewing of more than 500 respondents); SWOT-analysis of university human capital development
Fig. Main HR-problems of the university (from 1 to 10, where 10 is the highest degree of the problem manifestation)
We have developed several measures to compensate for staffing gaps: Short-term perspective – Stabilization of ASU & ASUACE staffing (2021-2022); Medium-term perspective – Development of staffing (2023-2025); Long-term perspective – “Talent management” (2026 -2030).
Activity 1. Optimize and stabilize structural subdivisions staffing: a) Cascade key indicators of university development to the level of a structural subdivision; b) – Analyze the compliance of employees’ competencies with the planned scope of tasks (Applicability of existing employees’ competencies to the competence requirements of strategic projects. Implementing the “Talent Management” program)[1]; c) Improve the evaluation of professional level and quality of performance of employees’ functional duties; d) Optimize the university staff [2],[3]; e) Implement intra-university mentoring system; f) Doctoral Training Program “Top-5” (Develop the Doctoral Training Grant Program (conditions – age under 30 years old, availability of scientific groundwork through the following mechanisms: Travel Grants, sabbaticals, reduced workload , as agreed by the parties).
Activity 2. Create an effective motivation system: a) Develop a personalized approach to categorize academic teaching staff according to the focus of achievements[4]; b ) Implement grading in the incentive payment system for academic teaching staff in accordance with the category[5]; c) Implement the Regulation on incentive payments and a system of one-time awards for the achievement of outstanding results[6], d) Improve the competitiveness and attractiveness of salaries of SPS[7]; e) Conduct “5-100. Leaders of Change”[8].
Activity 3 – Create and develop the system of training and professional development of ASU staff: a) Form the Unified University Employee Development Plan [9]; b) Develop a personalized development plan for university employees following the identification of their role in implementation of the development program[10]; c) Develop digital literacy and digital security[11]; d) Create electronic educational environment for training and employees professional development on standard programs for the development of employees basic competencies on the ASU Competence Center platform.
Activity 4 – Create and strengthen the corporate culture of the university: develop the University Code of Corporate Culture [12], involve the active part of the work staff in the personnel management process[13], create a Non-Monetary Incentive System[14], develop and implement Loyalty Program[15].
Activity 5 – Implement a personnel-oriented model of working: create a personal account of university employee[16], implement an electronic signature system for university employees[17].
The implementation of the personnel policy will allow to achieve the following results: a) The ratio of the average salary of SPS to average monthly income in region – 200% for 25% of the region’s SPS, b) Retention of talented young people (200 people), The average age of SPS – 39 years old;
The implementation of the human capital management policy will enhance university’s reputation; increase its competitiveness, the involvement and satisfaction of university employees with their work at ASU. The university will become a supporting resource for the implementation of strategic projects and policies.
[1] The “Talent management” program is focused on the personal development of substitute employees that have the greatest impact on the results of specific structural units, demonstrating a very different variability in efficiency, taking into account changes in the content of labor processes and the transfer of routine and highly algorithmic functions to artificial intelligence
[2] Creating an Employee Development Plan, capable of implementing the key indicators of university development; Implement the system of social elevator and mechanisms of students’ socialization into the optimization of the university staff system. Optimize the work processes to eliminate duplicate functions of employees; Develop social support program for released staff etc.
[3] The planned contingent will require an increase in the SPS to 940 people. Taking into account natural population decline and migration, the growth of SPS up to 2030 by 200 people due to the activities 1 and 2. The effect: by 2023 – + 40 people, 2025 – + 50 people, 2030 – + 110 people. Average age of personnel: by 2023 – 45 years; 2025 – 43 years; 2030 – 39 years.
[4] By 2030 a significant change in the educational catalog and the compliance with ambitious R&D indicators are envisioned. It is proposed to categorize the academic teaching staff. In this regard, the categorization of academic teaching staff is proposed. Professor – the basic category of academic teaching staff, assuming qualification compliance with the position and its requirements (up to 30% of the academic teaching staff, the teaching load is 900 hours); Methodological professor-a category of teaching staff, which is responsible for the completeness of the methodological support of educational programs, develops educational and methodical publications as part of its activities (up to 15% of the academic teaching staff, teaching load is 700 hours); Research Professor – category of the academic teaching staff that carries out scientific research and is responsible for achieving the university’s research and innovation plan (up to 40% of the academic teaching staff; teaching load from 150 to 300 hours; establishing individual scientific KPIs, there are no requirements for other types of activities); International professor – the category of the academic teaching staff responsible for international accreditation of educational programs, opening of double-degree programs, international mobility (up to 15% of the teaching staff, teaching load is 500 hours, individual KPI for courses and programs in a foreign language)
[5]A mechanism for grading academic teaching staff has been developed. Professor – 1.0 base rate; methodological professor – 1.3 base rate; research professor – 1.7 base rate; international professor – 2.0 base rate.
[6] Publications in Q1 and Q2 journals, winning prestigious international awards and titles, winning major mega-projects, grants, etc.
[7] Change the income and expenses structure according to the University Financial Model
[8]The system of the annual intra-university grant competition under the program “5-100. Leaders of Change”, which involves the selection of five leaders out of every hundred SPS in various categories: Publications; Pedagogical Excellence; Scientific Achievements; Innovation Transfer; Social Collaborations
[9] Develop and execute a development plan for university employees to meet the qualifications for the positions.
According to the university’s financial model, 1.5% of the university’s total expenditures per year are planned for employee development. According to A.3.1. we are counting on 0.5% per year (~5 million rubles).
[10] Develop and carry out a personalized development plan for university employees in accordance with the identification of their role in achieving the development indicators provided by the “Priority 2030” Program of the university. According to A.3.2. we are focusing on 1.0 % per year (~10 million rubles)
[11] Annual advanced training in digital competencies and participation of employees in conducting annual testing “Digital Dictation” (https://digitaldictation.ru), “Digital Citizen” (https://it-gramota.ru)
[12] Develop the Code of Corporate Culture of the united university
[13] Develop regulations, create commissions, project groups (PG). By 2022, it is planned to create joint ASU &ASUACE: Commission for awarding employees; Certification commission; Commission for the competitive selection of academic teaching staff, research workers, etc. PG “Effective contract”; PG “Personnel reserve”; PG “Young Scientist”; PG “Agents of the Priority 2030 Program in departments”, etc.
[14] On-line project ” Golden Names of Astrakhan State University ” on the university website (employees awarded by state, industry, regional signs of distinction; Honorary Veterans, Honorary Associate Professors, Honorary Trustees of the University)
[15] Develop the project “Astrakhan State University Loyalty Program”: For students: discounts on additional educational programs; discounts on services provided by the university; discount programs of university partners.
For employees: discounts on additional educational programs; discounts on services provided by the university; discount programs of university partners; voluntary health insurance. For the external environment (graduates, university partners): discounts on additional educational programs; discounts on services provided by the university; support for the advertising campaign of university partners)
[16] Reduce the intensity of bureaucratic paperwork in the human resource management process – for university employees: automatic request for references; copies of personnel documents; sick leave, business trips; applications; personal employee rating, etc.; for для HR specialists – automation of routine work and reducing professional burnout
[17] Transit to a hybrid model of interaction between the human resource management and the university staff – personal familiarization with personnel documents, according to the requirements of the Labor Code of the Russian Federation