A Fresh Breeze on a "Big Tanker" - Rector and Chancellor initiate discussion on attractive working conditions and the TUD as a learning organization with seven topic circles

Magdalena Selbig

Rector Prof. Ursula M. Staudinger was enthusiastic about the Future Lab on March 24, which revolved around the TU Dresden as a modern and learning organization. Proactive change, she said, is the key to innovative ideas at this 40,000-person "big tanker" TU Dresden, which is also Dresden's largest employer.

Chancellor Dr. Andreas Handschuh summed up the needs since the Future Labs 2018: "We were able to launch an optimization of our processes, for example, by digitizing the hiring processes for SHKs and WHKs. The new FIORI technology will enable digital leave applications. Service agreements on flexible working hours and, in the foreseeable future, on mobile working will also promote work-life balance. In view of the growing complexity, however, we must constantly adapt our processes to remain service-oriented and competitive. At the same time, we don't want to overburden our employees and empower them to use new tools." Learning by doing alongside "day-to-day business" is not a solution, he said.

Both Rector and Chancellor agreed: "We need to advance digital, lean and solution-oriented administrative management."

The final audience question was basic: What does the new matrix structure in the Expanded University Executive Board mean? The Rector put it in a nutshell: "In the matrix structure, tasks to be completed are distributed beyond the established departmental boundaries in a task-oriented manner." The seven thematic groups were then opened, and three will be reported on in the following.

Group four addressed the possibilities for incentive systems. Prof. Rolf Koerber (Adjunct Professor in the Department of Economics, Technology, Budget/Social Affairs) and Kathleen Fischer (Head of Policy and Legal Affairs in the Department of Human Resources) opened the round with an overview of existing performance incentives at TU Dresden, which were lively discussed.
For example, Evelyn Ernst, also a member of the Personnel Represenation Council, explained: "Deferments, praise and further training are basics and taken for granted in the business world. I often hear about a lack of trust, which is a clear leadership issue."

Job prospects, appreciative words and a feedback culture beyond the annual reviews were further concerns of the discussion round. Equally important were the individual work content and the opportunity to openly address one's own wishes.

The bureaucratic hurdles for international scientists were considered problematic. Maria Richter-Babekoff (International Affairs Officer in the Mathematics and Natural Sciences Division) commented: "One should encourage administrative staff responsible for international affairs to open up to the concerns of people from other cultures, for example by awarding them a title of 'culturally sensitive administration'."

The tenor in this topic circle remained the necessity to create perspectives and plannable developments in the sense of the employees.

Carolin Spittler and Dr. Steffen Herzog from the Human Resources Department led the discussion in circle five, which brought together ideas on human resources management. Relevant here was the understanding of the department as a service provider: Administrative jargon has to be reduced through employee training. This approach tied in with the desire for an in-house continuing education practice.

Pascal Hoff of the Center for Social Science Methods noted that a departmental help desk would be helpful as an initial referral point. With regard to the shortage of skilled workers, Ronny Petzold (Group Head of Study Affairs) emphasized how crucial faster hiring procedures, permanent job offers and appropriate marketing are for acquiring new employees.

This point led to the transfer of knowledge between experienced and new personnel: "Without parallelism and familiarization, there is a painful loss of knowledge," said Kathrin Brömmer (Head of Infrastructural Facility Management and Environmental Management Officer). "I promote a contingent so that both people are employed together for one to two months." Leaders also often face the challenge of fulfilling their supervisor duties without guidance. Dr. Fabian Paulus (research group leader at cfaed) therefore suggested a basic HR document.

In thematic group number six, the participants discussed career models for junior researchers in the qualification phase with Dr. Barbara Könczcöl (Head of the Graduate Academy) and Dr. Mathias Kuhnt (Center for Social Science Methods). Here, the desire for regular discussions regarding career perspectives as well as the desire for (expert) mentors was expressed. In addition, the problem of fixed-term contracts was discussed. Django Adam from the Chair of Traffic Control Systems and Process Automation said: "Some colleagues have been going from one temporary position to the next for 24 years, even though their teaching expertise is indispensable. I think this is a precarious state of affairs that torpedoes the quality and sustainable development of excellent teaching."

Dr. Uta Bilow (head of the science outreach group at the Institute for Nuclear and Particle Physics) offered a pragmatic summary: "There are permanent employments. Strategically, however, there is a need for advisory services for other careers and subsequent support for those who are interested. PhDs should be counted out of fixed-term contracts - only those who are kept on are part of a resilient figure with regard to chain fixed-term contracts."

There was strong demand for the concept of lecture-only positions. Dr. Paulus pointed out, "Lecture positions are attractive and many doctoral students are exceptionally talented at teaching. It would also free up professors between supervision, leadership, research and administration. As a second path instead of professorship, this is a real alternative."

With this duet of de-tenure and employment fields, the discussion ended.

Finally, Professor Staudinger thanked all participants for the diverse ideas and closed the event with an outlook on the implementation of the impulses.

Information on the thematic groups and moderators of "How do we stay innovative?", "How do we secure and share knowledge within the organization?", "How can we use data to develop and manage our organization?" and "How do we want to design the working environments at the university?" can be found at https://tud.link/nlmk.

This article appeared in the Dresden University Journal 08/2021, May 4, 2021. The complete issue can be downloaded free of charge at https://tu-dresden.de/uj or in pdf format.
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