The assessors’ report arrived on Monday, 15 September, and it’s great news: SCI MUNI has retained the HR Excellence in Research Award at the highest possible level. The assessors confirm a strong HRS4R impact on the faculty’s day-to-day operations across all career stages; the next review will take place in 36 months.
On Monday, 15 September, the assessors’ report from the European Commission arrived—and it’s good news. We have retained the right to use the HR Excellence in Research designation. The next assessment will take place in 36 months. The report also states clearly that “the impact and results of your HR strategy are excellent.” The implementation of HRS4R is visible “in everyday life and processes,” and its benefits are perceived by researchers across all career stages.
We received the highest possible rating, “Accepted” as one of the first institutions in the Czech Republic and we value it highly!
Strong impact of HRS4R and high satisfaction within the faculty.
Open, transparent, and measurable recruitment is well established.
Ambition and systematisation: Charter principles are embedded in regulations; the plan makes sense, is feasible, and leadership is genuinely engaged.
Ethics and support: ombudsperson and contact network, a new Code of Ethics, continuous training.
Training and development: organised learning, Career Code, support for early-stage researchers and leadership.
Conditions for researchers: bilingual communication; support for international staff (translations, help with visas and accommodation, interpreting); mental-health care.
Good practice: onboarding system for new staff; access to psychological support; cooperation with other faculties and universities; participation in international networks (Eument.net, European Digital UniverCity).
In recruitment, publish evaluation criteria directly in job ads and provide feedback to unsuccessful candidates.
Simplify and harmonise communication across channels.
Reinforce bilingualism: offer courses in English even with lower enrolment; more lectures and classes in English.
Introduce measurable targets for training and other HR strategy activities.
Increase women’s participation in academic leadership roles.
Create a formal mentoring programme (e.g., involve emeritus professors and successful women researchers as mentors).
Strengthen support for ERC grants—build culture, motivation, and assistance for submitting international projects.
Improve sharing of good practice across institutes and faculties.
Engage early-career researchers more in HRS4R implementation.
We passed with flying colours: processes work, culture is getting stronger, and HRS4R is not a logo—it’s everyday practice.
We will now get on with implementing the practical recommendations to further improve what already works.
Above all, we will continue to build—guided by the principles of HR Excellence in Research—an open, transparent, international, structured, and friendly environment.
In the words of one assessor, Lluís Rovira Pato:
“You may sometimes feel that change is slow or your processes are not perfect. Recognise how far you have already come. What you have achieved is by no means a given at all institutions.”
Thank you once again to everyone who contributed.
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