Level 1 Operational management

Managerial tasks and Leadership - Art of Engagement

• People management

  1. Supervises and coaches employees on tasks and development
  2. Takes responsibility for the well‐being of employees by making regular and empathetic inquiries about their well‐being
  3. Gives employees effective and constructive feedback
  4. Demonstrates an adaptable leadership style in response to the demands of the employee or situation
  5. Facilitates a balanced distribution of work between employees, assesses the performance of individuals and the team, and monitors workload
  6. Promotes diversity, encourages social cohesion and ensures effective and inspiring cooperation among team members
  7. Proactively monitors the physical and social safety of the team
  8. Carries out basic employer tasks in the field of HR, usually including annual interviews and monitoring absence through illness.

• Financial management

  Not in this role

• Process management

  1. Carries out professional commissioning for projects
  2. Monitors the quality of all substantive processes and projects under their responsibility and safeguards this in processes
  3. Continuously improves existing processes and initiates chain renewal where relevant

• Strategic management

  Not in this role

• Leadership - Art of Engagement

  • Self‐managing as a basis for managing others
  • Knows their own strengths/weaknesses, deploys them actively in the interests of VU Amsterdam
  • Regularly and visibly reflects on their own actions, invites feedback and invests in their own development

  Complies with the Art of Engagement in contributing to a collaborative culture at VU:

  1. Contributes to the bigger picture
  2. Is bold and decisive
  3. Is clear and transparent
  4. Listens and gives room for growth

Development and competences

• Mandatory training for academic staff

  • Supervising PhD candidates
  • Recognizing (social) safety (workshop)
  • Annual consultation for new supervisors (workshop)

• Mandatory training for support staff

  • Leadership for service providers (programme - basic training)
  • Recognizing (social) safety (workshop)
  • Annual consultation for new supervisors (workshop)

• Further development

  • Training‐on‐demand: difficult conversations
  • Coaching

  Training under construction

  • Thematic peer consultation
  • Project management
  • Conducting motivational conversations

• Competences

  • Connecting
  • Open communication
  • Building trust
  • Focusing on results
  • Planning and organising

Positions and roles

• Positions and roles of academic staff

  • Endowed Professor
  • Associate Professor 2
  • Assistant Professor 1,2
  • Lecturer 1,2,3,4
  • Researcher 1,2,3,4
  • Chair of Faculty Examination Board
  • Team Leader
  • Project Manager
  • Co‐supervisor

  Italics means it's not a formal UFO position but a VU-specific position or role.

• Positions and roles of support staff

  • Head of Department 4
  • Team Leader 1,2
  • Operations Coordinator 3,4
  • Other position with management aspect
    (e.g. Policy Officer; Controller; Project Manager; IT Consultant)

Four levels of leadership