JU - One of the most sensitive issues for technical-administrative employees concerns the career framework in different segments. How can we handle this topic in a way that reduces internal tensions?
Tom Joe - One of the guiding principles of the management program “Unicamp: building tomorrow" point to "A university that values, encourages and empowers its staff", because, as we have repeated countless times in our campaign, we believe that Unicamp's greatest asset is its human resources: its people. Valuing people implies valuing their work, which goes through decent remuneration, a consistent career plan, and the affirmation of their autonomy and the possibility of professional growth. Thus, simple projects, such as making the work environment healthier and more pleasant, to more complex ones, such as formulating a A solid career and salary policy will be part of our administration's priorities.
The current economic scenario, already discussed in previous questions, impacts people management policies and this impact, if poorly managed, can lead to internal tensions. In a similar way to what was mentioned in the previous question, our stance will be one of dialogue and a call for participation. We propose that, at the beginning of management, a Seminar be held, using forms of communication consistent with the reality of the moment, including all segments to level information about the PAEPE Career: history, concepts, legal aspects, expectations and future perspectives. Debates and discussion forums will be organized, as many as necessary, seeking to obtain the maximum possible participation and involving the STU and other leaders, such as representatives on the University councils.
Resources allocated to progression must be debated and deliberated when defining the university's annual budget. As pointed out in the answer to question 2, we propose to allocate, in the period 2022-2024, a volume of resources for the progression of technical-administrative employees equivalent to that allocated to teachers, this being such that it guarantees the progression of all teachers in at least one level.
The aspirations of our future management go beyond reducing tensions, and aim to recognize the leading role of male and female employees in the institution's destinies, as we believe that it is from this recognition that a management policy based on placing the person at the center is built. In this way, we give each professional a work purpose, so that they see themselves as protagonists and capable of creating new solutions with each other, for each other and for the community.
It is based on this foundation that our management program sets out several concrete, well-defined proposals aimed at: encouraging and promoting the training and improvement of the University's staff; promote improvements and advances that are necessary for the PAEPE career; ensure and promote the well-being of the staff, including, among others, actions with the GGBS; encourage positive behaviors in the work environment, with preventive actions to curb abusive practices; etc.
We will act to consolidate a lasting career, with permanent updating mechanisms and solid foundations for recognizing merit, the constant search for professional improvement and the personal effort and dedication of employees. Merit assessment, considering performance results, should be one of the pillars for Career progression. Engagement and commitment to work and results must be proposed and encouraged. In short, performance and professional qualifications should be the driving force for career growth.
By its very nature, the University must stimulate the search for new knowledge, improvement in work and the educational development of people. It is coherent, therefore, that, in its evaluation criteria, it promotes and recognizes these same characteristics in its workers. This helps employees to have guidance for their actions, greater security of fair assessments, which will necessarily lead to a climate of greater concord and serenity in the work environment.
Mario Saad - Based on the meetings we have held with technical-administrative employees, we believe that not only listening, but also the active participation of employees in consolidating their careers is what can minimize internal tensions in this sense. In fact, much of the climate of dissatisfaction in the category, related to the last Paepe Career Progression process, has to do with this lack of listening and involvement of employees by collegiate bodies, in the construction of adequate evaluation mechanisms, whose criteria were not even disclosed with the necessary clarity and objectivity, even before candidates register. We reinforce the need for employees to listen and actively participate in consolidating their own careers. Our management’s proposals for employee careers are:
Regarding assessment and career progression
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The annual provision of resources for Paepe Career Progression and Assessment, with a model that is based on performance, trajectory, the search for improvement and the achievement of the goals and objectives set;
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The appreciation of titles obtained during the professional journey is important, must be recognized, and included with promotions for titles within each segment;
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Improving the career and progression process currently in force, aiming for improvements;
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Valuing the trajectory and professional experience of workers;
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The institutionalization of awards for Paepe Career professionals, as a way of recognizing and valuing professional performance and the development of practices and initiatives that have been used to improve the university;
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Encouraging the participation of Paepe professionals in teaching, research and extension activities, in notices, programs and other internal initiatives, with the possibility of salary supplement compensation, as long as there is legal security;
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Implementation of a Paepe Server monitoring committee.
Regarding internal mobility
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Define clear and objective rules related to the processes of internal mobility of employees, including the creation of a transparency portal so that employees are aware of existing opportunities;
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Work on developing and strengthening an organizational culture that understands the internal mobility of employees as an opportunity for renewal and professional growth for professionals interested in changing areas, units and sectors;
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Propose, with legal certainty, the study of alternative mechanisms to the current model of unit certification, which conditions the internal mobility of employees to the availability of vacancies and resources in each location;
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Promote continuous training of employees on issues of internal employee mobility, moral harassment, human rights, conflict mediation, among others.
With regard to training and qualification
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Expand the courses offered, with a greater number of places and time availability, including at night;
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Encourage the offering of courses and training that are aligned with the strategic needs of the University;
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Encourage the creation of partnerships with other universities and educational institutions, in Brazil and abroad, including government bodies, in order to expand the offer of courses, the exchange of expertise between institutions, including the international mobility of employees to carrying out and/or offering training and courses;
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Maintain and expand the offering of language courses, fundamental to the university’s internationalization process;
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Offer training and qualification courses at all levels of activity, aiming for excellence in activities and professional achievement;
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Promote the offering of university management courses and training to all interested employees, without restriction to management positions;
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Provide for the implementation of new communication technologies to carry out distance training.
Sergio Salles-Filho - Unicamp has a bad tradition of career instability and difficulty in implementing evaluation, promotion and progression systems that are effective and give peace of mind to those in their careers.
Employees' careers have suffered a series of discontinuities over the years, both in terms of structuring and in relation to evaluation and progression mechanisms. Currently, technical-administrative employees work in around 360 different functions at Unicamp and work under different regimes (CLT and Esunicamp), but they are integrated into a single career, which does not meet this diversity, both in terms of functions and professions. The PAEPE career should not suffer discontinuities that leave employees apprehensive and without objective prospects for professional growth, but it needs to be developed to account for this diversity.
No organization survives well without a career that is comprehensive enough to cover the different functions and professions that it has on its staff, allowing employees to do something basic: knowing how far they can progress in their career and what they have to do to get there.
The University has this liability, which needs to be quickly overcome. Two fronts will be developed simultaneously in our management: developing the career to take account of the diversity of functions and professions and clearly defining the mechanisms and criteria necessary for progression.
In all careers at Unicamp, a generational change is observed due to the large volume of retirements in recent years. In teaching careers, around 50% of teachers were hired in the last decade. Among employees in the PAEPE career, around 40% of technical-administrative employees have been at Unicamp for less than 10 years. These employees were hired in a context of new social security and civil service rules, which restrict rights and guarantees, especially those hired after 2013. They also suffer, more severely, the impact of the prolonged financial crisis that the country is going through.
Employees who have worked at Unicamp for longer, in turn, have suffered a flattening in their salary references and resent the loss of recognition and appreciation for their career at the University.
Furthermore, there is an important demand from the entire Unicamp community for the backlogs to be eliminated and the career progression processes of teachers, researchers and employees to be resumed. Our commitment, as stated in the questions above, is to zero and provide a continuous flow for these processes with resource allocation based on the planning of units and bodies.
As discussed in the previous question, staying at Unicamp depends not only on fair remuneration for work, but also on personal projects and satisfaction in being at this institution. In this sense, it is essential to discuss, develop and implement an Integrated People Management Policy. It must include a career review, creating new conditions for valuing the work carried out and each person's skills, in addition to changes in performance evaluation and the progression system. The idea is to develop levels of complexity horizontally to cover the diversity of functions and professions in the PAEPE career.
Therefore, it is our commitment to implement evaluation with instruments appropriate to different levels and functions, ensuring a fair, impartial process that results in effective recognition of employees' efforts and performance.
A good evaluation process must take into account the results obtained within the context in which the work was performed, must foresee Feedback positive and negative, allowing the employee to guide development actions, plan their trajectory at the University and seek self-management of their career.
