What types of issues does the ombudsman personnel deal with?
Employees can approach me with problems or complaints regarding unfair or careless treatment at VU Amsterdam. I often act as a 'last resort,' meaning that I step in when the primary reporting and complaint facilities have not functioned effectively.
For instance, if you have experienced a socially unsafe situation and have already raised the issue through the designated channels and individuals - such as your manager, a confidential counsellor, or the complaints committee. But you are dissatisfied with how your complaint or report has been handled. Then it is crucial that an independent party assesses the situation objectively. That is my role. I also address procedural shortcomings and cases where policies are not implemented as intended.
What is the difference between the ombudsman and the whistleblowers’ regulation confidential counsellor?
The whistleblowers’ regulation confidential counsellor also deals with these matters but, by definition, advocates for the whistleblowers and supports them in navigating potential courses of action. As an ombudsman, I remain neutral and conduct independent investigations into structural or recurring issues within the university, offering recommendations to improve the system as a whole.
What does your role as ombudsman entail?
As an ombudsman, I hold an independent position within the university and have no other functions. I sometimes say, 'I am completely alone and without friends’. This allows me to maintain my neutrality at all times. Moreover, I have the right to access all necessary information. I can speak with anyone, and people are expected to respond to me. I can mediate and provide advice to the Executive Board, deans, or head of departments.
Additionally, I can conduct my own investigations or commission independent inquiries into specific matters. For instance when multiple individuals are affected by the same person, when a larger group within VU Amsterdam experiences social insecurity, or when a rule, procedure, or working method negatively impacts a (large) group of employees. These issues often go beyond individual conflicts, though I do handle individual cases as well. Ideally, a faculty or division commissions external research, but I also have the authority to initiate such investigations myself.
To what extent is a university vulnerable to social insecurity?
‘The hierarchical structure within a university may appear informal, but in reality, it is not. Significant power imbalances exist, creating strong dependencies that can lead to socially unsafe situations. When such situations arise, it is essential for employees to address them. Initially with the individuals involved, and if that is not feasible, with an HR advisor or a confidential counsellor. If this does not yield the desired outcome, they can escalate the issue to the complaints committee. Should employees feel that these channels have not adequately handled their concerns, they can report this to me. At the same time, as an ombudsman, I can also play a preventive role by intervening before a formal complaint is filed, by mediating, or facilitating at an early stage.
Do you think social insecurity at universities can ever be fully eradicated?
‘No, that is not realistic. Conflicts are inevitable in any collaborative environment. However, within a university, collaboration is particularly challenged by the pervasive dependencies. The notion that someone ‘can make or break you,’ the reality that not everyone will reach the top of the academic hierarchy, and the difficult path to success, all contribute to these dynamics.
A key strategy for preventing problems is leadership training. By fostering awareness among leaders about what social safety entails, what it looks like in practice, and how to cultivate a safe working environment, we can create positive change. It is encouraging that social safety is now being integrated into leadership training for new managers.
Strikig the right balance when addressing these issues is crucial - determining whether a matter can be resolved through dialogue, requires mediation, or necessitates a formal investigation. It is important to assess the nature of the issue and follow the designated pathways within the university to find a resolution, ideally through cooperation. My hope is that when people make mistakes or take a wrong turn, they will become increasingly capable of reflecting on their actions and its consequences. If that happens, we can increasingly use mediation and team coaching to facilitate recovery and growth.
What makes your work meaningful?
I deeply value the opportunity to improve employees' working lives. My position and authority allow me to break harmful patterns and contribute to long-term preventive measures.
I also appreciate raising awareness at all levels of the university about the dynamics at play. Part of my role is helping people understand which aspects can and cannot be changed. Ultimately, my work revolves around solving puzzles - understanding the situation, identifying the key players, and exploring how individuals perceive their own roles and contributions. Unraveling a problem and putting the pieces together is what fascinates me most.’
