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.