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HR Strategy
What is the Human Resources Strategy for Research Personnel (HRS4R)?
The HRS4R strategy for research staff supports research institutions and financing organizations in the application of the letter and the code in their policies and practices.
The application of the principles of the Charter and the Code by the research institutions makes them more attractive to the researchers and researchers looking for an employer or host entity for their research project.
The European Commission recognizes with the “Award for Excellence in Human Resources in Research” institutions that make progress in aligning their HR policies with the 40 principles of the Charter and the Code, based on a customized HR action plan/strategy.
What is the OTM-R (Open, Transparent and Merit-based Recruitment) policy?
Open, transparent and merit-based recruitment brings benefits to both research personnel and to a country's institutions and research system. In particular, the OTM-R policy makes research careers more attractive, ensures equal opportunities for all candidates and facilitates mobility.
The OTM-R policy is one of the core elements of the European Charter for Researchers and, in particular, of the Code of Conduct for the Recruitment of Researchers, launched by the European Commission in 2005.
The Charter and the Code (C&C) (ES) includes, among other aspects, a set of principles and requirements to be followed by employers and/or funders when appointing or recruiting researchers. Firstly, employers and/or funders must establish recruitment procedures that are open, efficient, transparent, supportive and internationally comparable, as well as adapted to the type of positions advertised.
Additionally, OTM-R is an important component of the Human Resources Strategy for Researchers (HRS4R), which supports research institutions and funding organizations to implement the policies and principles of the Charter and Code (C&C).
Biobizkaia, in coherence with the process of continuous improvement of the HRS4R strategy, has implemented the OTM-R policy. With the aim of advancing transparency, the recruitment processes have been implemented; processes that have been subject to constant improvement since 2017.
Process phases
Award Renewal Phase
2022
Between March 15, 2022 and April 8, of 2022, we conducted a survey on the HRS4R Strategy. The survey was sent to the Institute's professionals, including associated researchers and personnel hired in research, management and platform units. In total, there were 186 responses.
The objective of the survey was to measure the perception among the Institute's staff of the importance of each of the 40 principles of the Charter and the Code and the degree to which they are being implemented.
Our HR strategy scored high overall with an overall satisfaction rate well above 80%.
Based on the results of the survey and the contributions of the working groups, we developed the new HRS4R strategy for the years 2022-2025. The HR Plan 2022-2025 has 10 objectives organized according to the 4 axes, with the axis relating to working conditions being the one that will be worked on most intensively with 5 objectives.
Objectives of the HR Plan
Promote greater appreciation of research
Implement a system of recognition of professionals based on Awards and calls for recognition.
Participate in working groups with other entities (ISCIII, REGIC).
Incorporate specific actions in the Strategic Plan to promote recognition of research in the Basque Public Health System and monitoring of the situation and of the actions carried out in the Executive Commission.
Promote a greater strategic commitment to research by the SSPV, valuing the releases and the time dedicated to research
Maintain regular contact with the Osakidetza Management regarding research positions.
Establish a model of generational relief
Continue developing the Plan for the Guardianship of Emerging Groups.
Develop a continuity model for excellent senior researchers (Excellent Consolidated Groups).
Develop a leadership model.
Establish a Postdoctoral Pathway
Establish the phases of the post-doctoral stage.
Define and document a Manual that defines the professional career (categories and research periods).
Promote the incorporation of evaluation criteria related to research in the professional career of clinical investigators.
Develop training and mentoring systems for the professional development of researchers.
Improve the Reception Procedure.
Creation of a Guide for post-doctoral researchers, mentoring program.
Review and publish the evaluation procedure for Researchers
Implement a periodic evaluation system for all professionals.
Biobizkaia Researchers evaluation procedure.
Review the training plan
Discover the training needs of staff and be able to respond to them.
Establish a channel to quickly collect the request for training proposals and facilitate their implementation.
Review and update the recruitment policy
Continue increasing the publicity of job offers.
Continue advancing in the transparency of job offers in the organization.
Create a complaints procedure and publish it on the website.
Continue developing the List of Jobs
Update the job descriptions.
Continue developing the performance evaluation system.
Start a pilot evaluation program in the Management Area in which an evaluation is carried out in three stages: Evaluation, Proposal Writing, Approval.
Create a work environment capable of attracting and retaining talent
Publish the reconciliation policy of Biobizkaia.
Make further progress in stabilizing investigators.
Review of the salary policy within the framework of accredited institutes.
Deepen diversity in the Institute
Establish collaboration channels with labor intermediation specialized in insertion groups.
Develop specific actions to hire people with different abilities.
Improve internal communication, participation and the feeling of belonging to Biobizkaia
Promote work groups that improve internal communication.
Reactivate the BioQ group as a mechanism for participation and cohesion.
Strengthen communication and participation of researchers through area coordination
2023
On November 20, 2023 Biobizkaia received the two external advisors who evaluated the level of implementation of the HRS4R Strategy in the Institute. During the visit, the advisors had the opportunity to meet with staff of all profiles: researchers (R1 to R4), support and management platforms and of different levels of responsibility and experience.
Throughout the day, there were monographic presentations on the axes of the HRS4R Strategy in which we briefly presented the milestones achieved in each of them.
2024
On July 23, 2024, the European Commission notified the renewal of the Award of Excellence for another 3 years. The evaluation team considers that Biobizkaia is moving forward with the appropriate and quality actions described in its Action Plan.
Biobizkaia will continue working on the implementation of the Action Plan during the next 36 months, as part of the continuous improvement process.
Initial phase
2015
Biobizkaia showed its adhesion to the principles of the European Charter for Researchers and Code of Conduct on June 8, 2015.
2016
In February 2016, we began the process of Internal Analysis of the principles of the Charter and the Code of Conduct for the subsequent creation of an Action Plan and implementation of the identified actions for improvement.
The Action Plan 2016-2020, was developed in a collaborative process in which at first a general consultation was carried out to all staff on the main Gaps that the Institute had to solve to improve compliance with the Code of Conduct. Subsequently, the main problems to be tackled and the specific actions that would form part of the Plan were decided in working groups composed of the different profiles.
The 2016 - 2020 Action Plan was sent to the European Commission for assessment on November 15, 2016.
| ACTION PLAN 2017-2020 |
| Recognition of the profession |
| 1. Increase the visibility-dissemination of the research work. |
| 2. Establish a recognition system based on prizes and calls. |
| 3. Create calls for the release of clinics and clinicians based on the CV of the researcher. |
| 4. Promote a greater commitment from the hospital to research. |
| Working conditions |
| 5. Establish improvements in work-life balance. |
| 6. Establish improvements in spaces, infrastructures and IT services. |
| Evaluation and assessment systems |
| 7. Establish a system of evaluation of the groups. |
| 8. Carry out a periodic evaluation of the Institute's professionals. |
| Professional development |
| 9. Review the categorization criteria of the research groups. |
| 10. Prepare a manual that defines the categories and professional sections of the research staff. |
| 11. Promote the incorporation of the research evaluation criteria in the assessment of Osakidetza. |
| 12. Develop training and mentoring activities as support for professional development. |
| Financing and salaries |
| 13. Establish a salary model according to the positions and categories. |
| 14. Protocolize the distribution of benefits for the translation of the results of the research activity. |
| Stability and permanence in employment |
| 15. Establish improvements in personnel recruitment policies. |
| 16. Create new forms of financing for the hiring-stabilization of research personnel. |
Implementation phase
2017
On February 10, 2017, Biobizkaia received the communication of the award of the HR Seal and continued the implementation of the Action plan.
2019
In 2019, after an Internal Review of the Action Plan and of the implementation of the principles of the Charter and Code and of the OTM-R (
| OBJECTIVES ACHIEVED 2017-2019 |
| Recruitment. Recognition of the profession |
| Increase the visibility-dissemination of the research work. |
| Create clinical release calls based on the CV of the researcher. |
| Develop and communicate a procedure to define authorship and co-authorship in publications. |
| Professional and ethical aspects. Evaluation and assessment systems |
| Establish a group evaluation system. |
| Working conditions and social security. Professional development |
| Review the categorization criteria of the research groups. |
| Working conditions and social security. Stability and permanence in employment |
| Establish improvements in personnel recruitment policies. |
| Working conditions and social security. Working conditions |
| Establish improvements in work-life balance. |
| Establish improvements in spaces, infrastructures and IT services. |
| OBJECTIVES IN PROCESS 2019-2022 |
| Recruitment. Recognition of the profession |
| Establish a recognition system based on prizes and calls. |
| Promote a greater commitment of the Hospital with research. |
| Professional and ethical aspects. Evaluation and assessment systems |
| Carry out a periodic evaluation of the Institute's professionals. |
| Working conditions and social security. Professional development. |
| Prepare a manual that defines the categories and professional sections of the research staff. |
| Promote that the research evaluation criteria are incorporated into the assessment of Osakidetza. |
| Develop training and mentoring activities as support for professional development. |
| Working conditions and social security. Stability and permanence in employment |
| Create new forms of financing for the hiring-stabilization of research personnel. |
| Improve reception procedures (recruitment). |
| Working conditions and social security. Working conditions |
| Establish a salary model according to positions and categories |
| Protocolize the distribution of benefits for the translation of the results of the research activity. |
| NEW OBJECTIVES 2019-2022 |
| Working conditions and social security. Gender equality. balance between the sexes |
| Implementation of the Equality Plan. |
HR Action Plan 2022-2025
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