Position: Adviser
Arbeidssted: Institute of Clinical Medicine
Keywords
- Acts and Regulations
- Strategy 2030
- Interaction with Oslo University Hospital (OUS) and Akershus University Hospital (AHUS)
Background
I have been employed in the HR-section at the Institute for Clinical Medicine since 1 July 2010. When I commenced, the Faculty of Medicine had recently gone through a major re-organization, in order to mirror the newly established Oslo University Hospital. It has been very interesting to see how the Institute of Clinical Medicine has evolved over the last eight years, where some of the most exciting, yet challenging, aspects have been the interaction with OUS and AHUS. We share common recruitment processes and employees; however the Acts and Regulations governing our two organizations are quite different.
At present I am also a member of a network consisting of HR advisers from different faculties, an employee from the Payroll Section and one from the Archive Section. We are working together to develop and maintain routines within the HR field at the University of Oslo (UiO).
Regarding previous board experience, I have been an observer, a deputy member, and a member of the Board of Tekna Oslo Department during the period 2004-2012.
Program
My many years as an HR Adviser have given me insight and solid competence when it comes to Acts and Regulations governing HR processes at UiO. The recent Civil Servant Act (2017) gave UiO a two year deadline for defining new personnel regulations. The new regulations will most likely result in changes in established processes and routines. I think my experience as an HR Adviser can be put to good use, both in managing the upcoming changes and ensuring that the board's actions are in accordance with current Legislation.
The Faculty Board is responsible for setting priorities and strategies for the Faculty's activities. UiO is working to develop a strategy for the next decade and an important task for the board will be implementing the new strategy. I think involvement and motivation of employees and students should be important aspects of the board's strategic work. Also strategic ideas have to be converted into action. What is the goal? How can we reach it?
Several of the faculty's employees have two employers; UiO and OUS or AHUS. Among these, there are several that hold leadership positions in both organizations, and therefore it is essential to strengthen and develop our leaders who work in the interface areas. Also, several of our employees have workplaces at hospital locations, and again it is important that we strengthen the interaction between OUS and AHUS. It is also fundamental that we participate in processes that affect our employees and their working conditions.
Proposed by
- Linda Kristin Røine
- Heidi Falch Ecklund
- Kine Yttersian
- Berit Lund Opheim
- André Øyen
- Zahida Nabi
- Marianne Midthus Østby