The framework brings a thorough understanding of what is expected of you as a manager and what you need to fulfil your role effectively. It is a useful starting point for selection, staff review, appointment, annual consultation, career promotion and managerial training. There’s also a framework education available with responsibility levels in education. Both frameworks fit well side by side and complement each other where relevant.
Why do we need a management framework?
In a knowledge organization like the university, we consider good management to be fundamental to a healthy organization and for realising the ambitions. Managers can facilitate a socially safe and inspiring working atmosphere and create supportive conditions to collaborate more effectively in teams. They are the designated person in helping safeguard our shared priorities, budget and quality control. In terms of Recognition and Rewards we therefore emphasize more explicit the individual management skills in selection, development and promotion to management positions.
Who is this framework intended for?
The framework is intended for every manager, whether they are a member of our academic staff or our support staff. Academic staff are more likely to combine management responsibility with a substantial task in education, research or valorisation. Our research and training show many similarities in management skills between scientific and support staff. Both sides can learn a lot from each other. For this reason, the management framework is suitable for both groups.
How is this framework structured?
The framework consists of four management levels:
The levels are set out in more detail below. To read the complete management framework as one document, click here.
The classification in this framework is based on the organisational level to which a manager’s responsibilities belong and the nature of the relevant management activities: either direct, indirect, managing their own unit or across units. In drawing up the framework, the University Job Ranking System (UFO) was used as a guiding principle. This framework elaborates the managerial tasks and responsibilities in more concrete terms and shows more explicit the interrelationships. The framework is not meant as a yardstick but should be viewed as a guideline to be applied within the various HR processes. Comply or explain.
Leadership and management
In this framework you will find a distinction between leadership and management. Leadership is a role or function in which you take formal responsibility for people, finance, processes and/or strategy. Leadership we consider to be a personal responsibility to be demonstrated by every employee. At VU Amsterdam we set out leadership in the Art of Engagement (AOE). Managers should act as role models when ik comes to showing leadership, therefore Art of Engagement is part of the management framework at all levels.