The Faculty of Science has adapted the MUS form to local frameworks.
In order to strengthen the attentive management for all employees at the Faculty of Science, the MUS concept at the faculty has been adjusted. The approach is generally to organise employee development interviews in a way that is purpose-oriented and specific to the individual employee. Preparation for a MUS should be to agree on this purpose and any related issues.
The concept applies to all organisers of employee development interviews at the Faculty of Science.
The task for both the organiser and the employee taking part in the employee development interview is to organize it in such a way that it reflects the relevant purpose for the employee.
Employee development interviews may involve numerous purposes, for example:
- to take stock of achievements
- to prioritise task portfolios
- to provide feedback on working relationships
- to clarify one's own role
- to create networks
- to gain access to competency development
- to discuss career development
- to evaluate working conditions and resources
- to develop the psychological work environment
Leaders at the Faculty of Science strives for a practice of attentive management.
In this context, attentive management refers to a management practice where the relationship between the manager and the employee is the starting point of employee development.
Therefore, an employee development interview (MUS) must be seen as one among several recurring formal and informal conversations to develop relationships and cooperation between an employee and their manager. Additionally, the employee development interview itself serves as an evaluation of the cooperative relationship.
As inspiration for exercising attentive management, the Faculty of Science uses the terms ‘Tasking’, ‘Tending’ and ‘Trusting’.
- ‘Tasking’ refers to how an employee, with the help of their manager, can translate complex challenges into manageable tasks.
- ‘Tending’ refers to the manager creating conditions enabling the employee to independently take responsibility for their tasks.
- ‘Trusting’ refers to establishing a flexible, trust-based mandate.
In order to put the purpose and attentive management into practice, the employee development interview is just one of several types of one-on-one meetings that an employee and their immediate manager have during one year.
In addition to the employee development interview itself, there will be, for example, both status and ad hoc meetings. The focal point is employee development.
- Status meetings can be used to review the specific to-do list in order to prioritise tasks, eliminate obstacles, and adjust the employee's mandate.
- Ad hoc meetings are informal meetings during which activities, appointments, and well-being can be discussed in general.
These meetings can be planned to some extent. The meetings complement group meetings of different types.
There is a systematic follow-up of employee development interviews and the working environment at the faculty.
Agenda items embedded in the organisation's annual cycles ensure systematic follow-up of employee development interviews once a year. This is done in collaboration with the Liaison Committee, with a goal to thematise, develop and implement strategic working environment efforts differentiated for the different needs of the organisation.
- The organiser of the employee development interview must ensure that both the physical and the psychological working environment are discussed as part of the meeting.
- It is the responsibility of each employee development interview organiser to thematise trends and report them to their immediate manager.
Framework for organisers of employee development interviews
There are offers of training for leaders organising employee development interviews.
Organisers of employee development interviews are obliged to hold the meetings according to the concept; including briefing, convening, conducting, and documenting individual performance and development review, as well as thematising and reporting to their immediate manager.
Organisation of employee development interviews (MUS) in the Science Faculty Administration
Employee development interviews in the Science Faculty Administration are conducted according to the following principles:
- The Head of Finances conducts employee development interviews with employees of finance.
- The Head of the Faculty Administration conducts leadership development reviews (LUS) with the Head of Finances and employee development interviews with the remaining employees in the Science Faculty Administration.
If you are unsure with whom you will have your employee development interview, please ask Niels Kring.
Overall organisation chart for employee development interviews (MUS) at the Faculty of Science
Click on the illustration to see it in full size.
Prior to the employee development interview, the employee and their manager agree on which purposes will be the focal point of the meeting and thus the specific preparation.
| Purpose | Preparation |
|---|---|
| Visions and goals |
|
| Performance status |
|
| Feedback on cooperation |
|
| Career development |
|
| Prioritisation of task portfolio (Tasking) |
|
| Working conditions and resources (Tending) |
|
| Role clarification and networking (Trusting) |
|
| Psychological working environment and well-being |
|
| Competence development |
|
The so-called Tripod of Work was developed by DPhil Gillian Stamp. The tripod consists of tasking, tending, and trusting (the TTT approach).
The terms Tasking, Tending and Trust are based on a study of what employees perceive as the most important working conditions individually and for cooperation. In practice, the approach implies that:
- the manager translates specific problems into specific tasks, in dialogue with the employee
- the manager ensures that the working conditions – including resources and support – are optimal (not perfect) for accomplishing those tasks, that the tasks are relevant, and that resources are spent for the good of the organisation.
- the employee has as much room as possible to take initiatives on their own.
According to Gillian Stamp, the use of these principles by managers is a response to employees' own wish to solve tasks with the highest possible quality and efficiency.
Examples of questions for inspiration:
Tasking (setting tasks and assignments)
- What are the most important tasks you work on? Write them down.
- How are you actually doing? Experience of both.
- How do the quantity, scope and difficulty of the tasks fit? Experience of both.
- Do you have the skills you need?
- How are tasks given to you?
- How are your tasks scoped and regulated?
- How could assignments be handled better around you in the future?
- What could we do in particular? What could others do?
Tending (working conditions, resources, follow-up, help)
- How are you on a general level?
- Do you have the resources and tools you need to succeed in your job?
- Where do you go when you need help or follow-up?
- Where do you go when you have problems or new opportunities?
- Where and how will you get even better support next year?
- What could we do in particular? What could others do?
Trusting (trust-based mandate and responsibility)
- What can you decide yourself, without asking anyone?
- In what situations should you confer with someone, and with whom?
- What things of importance to your job do you not decide?
- Are your room to manoeuvre and level of responsibility appropriate?
- How are these aspects of your job ordinarily adjusted/discussed?
- How could we and others better discuss your room to manoeuvre and level of responsibility in the future?
- What could we do in particular? What could others do?