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EN.Usynlig kapittel - underdokumenter til sjekklister, legge nederst på alle sider, kun synlig for admin/acl
To ensure a good appointment process, you should start with a needs analysis. While it may be tempting to reuse previous announcement texts, it’s important to ask yourself: does the position still require the same competencies as before? Conducting a needs analysis helps refine the recruitment process, ensuring it remains focused on the most critical aspects of the role
Below are checklists for the process before announcement, tailored to the specific position category and role. Faculties, departments and other units may be organised different internally, and tasks may be delegated to roles and functions other than those mentioned here. By "units," we refer to faculties, departments, and other components of the organizational structure at UiT.
Teaching and Researching Positions
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
In the checklist below, you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Involve the Academic Staff if necessary. | |
| Clarify financial frameworks and needs in relation to the staffing plan. | |
| If the position is not to be announced as a permanent position, check if it is possible to announce it as a temporary position. | Temporary employment |
| Define the purpose of the position. | Define the purpose of the position |
| Assess the geographical location for the position. | |
| Define the position’s work duties. | Define the position’s areas of responsibility and research |
| If necessary, consider adopting an alternative distribution of the teaching-to-research-and-development ratio than standard. | Guidelines distribution of working hours Teaching and Researching Positions |
| Define the qualification requirements for the position: required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| Assess position title/code. | Assessment of position code |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above (only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| For all teaching and research positions, knowledge of Norwegian/Scandinavian at a minimum B2 level is required within three years of employment. Consider whether the requirement should be stricter and/or apply from an earlier point in time. | About language requirements |
| Consider other language requirements. | |
| Choose selection methods. | Selection methods |
Rediger ressurser-underkapittel
Academic Staff
The Head of Department/Head of Office involves the Academic Staff in activities as required. See the checklist for Head of Department/Head of Office.
Head of Department/Head of Office
In the checklist below, you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Involve the Academic Staff if necessary. | |
| Clarify financial frameworks and needs in relation to the staffing plan. | |
| If the position is not to be announced as a permanent position, check if it is possible to announce it as a temporary position. | Temporary employment |
| Define the purpose of the position. | Define the purpose of the position |
| Assess the geographical location for the position. | |
| Define the position’s work duties. | Define the position’s areas of responsibility and research |
| If necessary, consider adopting an alternative distribution of the teaching-to-research-and-development ratio than standard. | Guidelines distribution of working hours Teaching and Researching Positions |
| Define the qualification requirements for the position: required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| Assess position title/code. | Assessment of position code |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above (only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| For all teaching and research positions, knowledge of Norwegian/Scandinavian at a minimum B2 level is required within three years of employment. Consider whether the requirement should be stricter and/or apply from an earlier point in time. | About language requirements |
| Consider other language requirements. | |
| Choose selection methods. | Selection methods |
Academic Staff
The Head of Department/Head of Office involves the Academic Staff in activities as required. See the checklist for Head of Department/Head of Office.
Researcher
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
In the checklist below, you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Not sure if the researcher position code is the right code for your needs? Please contact the Recruitment Services. | |
| Involve the contact person from the Academic Staff if necessary. | |
| Clarify financial frameworks and needs in relation to the staffing plan. | |
| If the position is not to be announced as a permanent position, check if it is possible to announce it as a temporary position. | Temporary employment |
| Define the purpose of the position. | Define the purpose of the position |
| Assess the geographical location for the position. | |
|
Define the position’s area of responsibility and research
|
Define the position’s areas of responsibility and research |
| Choose the position code based on the position’s qualification requirements. | Local Salary Policy for UiT |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above. (only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
|
Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment to the position. |
Open to candidates without a completed degree |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| Assess language requirements, or the possibility of meeting the language requirement within a certain number of years. | About language requirements |
| Choose selection methods. | Selection methods |
Rediger ressurser-underkapittel
Academic Staff
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Not sure if the researcher position code is the right code for your needs? Please contact the Recruitment Services. | |
| Define the purpose of the position. | Define the purpose of the position |
|
Define the position’s area of responsibility and research:
|
Define the position’s areas of responsibility and research |
| Define the qualification requirements for the position: required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| Assess language requirements, or the possibility of meeting the language requirement within a certain number of years. | About language requirements |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above. (only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment to the position. Applicants must have submitted their master’s thesis/doctoral thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Choose selection methods. | Selection methods |
| Review your assessments together with the Head of department/Head of office who will follow up on the case. |
Head of Department/Head of Office
In the checklist below, you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Not sure if the researcher position code is the right code for your needs? Please contact the Recruitment Services. | |
| Involve the contact person from the Academic Staff if necessary. | |
| Clarify financial frameworks and needs in relation to the staffing plan. | |
| If the position is not to be announced as a permanent position, check if it is possible to announce it as a temporary position. | Temporary employment |
| Define the purpose of the position. | Define the purpose of the position |
| Assess the geographical location for the position. | |
|
Define the position’s area of responsibility and research
|
Define the position’s areas of responsibility and research |
| Choose the position code based on the position’s qualification requirements. | Local Salary Policy for UiT |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above. (only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
|
Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment to the position. |
Open to candidates without a completed degree |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| Assess language requirements, or the possibility of meeting the language requirement within a certain number of years. | About language requirements |
| Choose selection methods. | Selection methods |
Academic Staff
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Not sure if the researcher position code is the right code for your needs? Please contact the Recruitment Services. | |
| Define the purpose of the position. | Define the purpose of the position |
|
Define the position’s area of responsibility and research:
|
Define the position’s areas of responsibility and research |
| Define the qualification requirements for the position: required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| Assess language requirements, or the possibility of meeting the language requirement within a certain number of years. | About language requirements |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above. (only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment to the position. Applicants must have submitted their master’s thesis/doctoral thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Choose selection methods. | Selection methods |
| Review your assessments together with the Head of department/Head of office who will follow up on the case. |
Postdoctoral Research Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Not sure if the post-doctoral research fellow code is the right code for your needs? Please contact the Recruitment Service. | |
| Involve the contact person from the Academic Staff if necessary. | |
| Clarify financial frameworks and needs in relation to the staffing plan. | |
| Define the purpose of the position. | Define the purpose of the position |
| Assess the geographical location for the position. | |
| Assess the need for project description, including content and scope. | |
|
Define the position’s area of responsibility and research:
|
Define the position’s areas of responsibility and research |
| Assess whether teaching, supervision or other required duties are to be included in the position. | |
| Define the qualification requirements for the position: required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | About language requirements |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their doctoral thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| Cho0se selection methods. | Selection methods |
Rediger ressurser-underkapittel
Academic Staff
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Not sure if the post-doctoral research fellow code is the right code for your needs? Please contact the Recruitment Services. | |
| Define the purpose of the position. | Define the purpose of the position |
|
Define the position’s area of responsibility and research:
|
Define the position’s areas of responsibility and research |
| Consider the need for project description. | |
| Define the qualification requirements for the position: required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | About language requirements |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their doctoral thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Consider selection methods. | Selection methods |
| Review your assessments together with the Head of department/Head of office who will follow up on the case. |
Head of Department/Head of Office
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Not sure if the post-doctoral research fellow code is the right code for your needs? Please contact the Recruitment Service. | |
| Involve the contact person from the Academic Staff if necessary. | |
| Clarify financial frameworks and needs in relation to the staffing plan. | |
| Define the purpose of the position. | Define the purpose of the position |
| Assess the geographical location for the position. | |
| Assess the need for project description, including content and scope. | |
|
Define the position’s area of responsibility and research:
|
Define the position’s areas of responsibility and research |
| Assess whether teaching, supervision or other required duties are to be included in the position. | |
| Define the qualification requirements for the position: required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | About language requirements |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their doctoral thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| Cho0se selection methods. | Selection methods |
Academic Staff
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Not sure if the post-doctoral research fellow code is the right code for your needs? Please contact the Recruitment Services. | |
| Define the purpose of the position. | Define the purpose of the position |
|
Define the position’s area of responsibility and research:
|
Define the position’s areas of responsibility and research |
| Consider the need for project description. | |
| Define the qualification requirements for the position: required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | About language requirements |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their doctoral thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Consider selection methods. | Selection methods |
| Review your assessments together with the Head of department/Head of office who will follow up on the case. |
PhD Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Involve the main Academic Supervisor for the position. | |
| Clarify financial frameworks and needs in relation to the staffing plan. | |
| Define the purpose of the position. | Define the purpose of the position |
| If the position is externally funded: clarify whether teaching, supervision or other required duties are to be included as part of the position. | |
| Assess whether the position requires the candidate to develop their own project description/outline. | |
| Assess the geographical location for the position. | |
|
Define the position’s area of responsibility and research:
|
Define the position’s areas of responsibility and research |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | About language requirements |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| Choose selection methods. | Selection methods |
Rediger ressurser-underkapittel
Academic Staff
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Define the purpose of the position. | Define the purpose of the position |
| Assess whether the position requires the candidate to develop their own project description/outline. | |
|
Define the position’s area of responsibility and research.
|
Define the position’s areas of responsibility and research |
| Define the position’s qualification requirements; required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | About language requirements |
| Choose selection methods. | Selection methods |
| Review your assessments together with the Head of department/Head of office who will follow up on the case. |
Head of Department/Head of Office
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Involve the main Academic Supervisor for the position. | |
| Clarify financial frameworks and needs in relation to the staffing plan. | |
| Define the purpose of the position. | Define the purpose of the position |
| If the position is externally funded: clarify whether teaching, supervision or other required duties are to be included as part of the position. | |
| Assess whether the position requires the candidate to develop their own project description/outline. | |
| Assess the geographical location for the position. | |
|
Define the position’s area of responsibility and research:
|
Define the position’s areas of responsibility and research |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | About language requirements |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| Choose selection methods. | Selection methods |
Academic Staff
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Define the purpose of the position. | Define the purpose of the position |
| Assess whether the position requires the candidate to develop their own project description/outline. | |
|
Define the position’s area of responsibility and research.
|
Define the position’s areas of responsibility and research |
| Define the position’s qualification requirements; required qualifications, desired qualifications and personal qualities. | Qualification requirements - Academic positions |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Assess whether applicants who have not completed their master’s or doctoral degree should be able to apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis for assessment within the application deadline. | Open to candidates without a completed degree |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | About language requirements |
| Choose selection methods. | Selection methods |
| Review your assessments together with the Head of department/Head of office who will follow up on the case. |
Technical/Administrative Positions
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department
The Head of Department has decision-making authority regarding the announcement of the position.
Tasks related to the process before announcement are often delegated to other leaders at the unit. See checklist for Head of Section/Head of Office/Team Leader.
Rediger ressurser-underkapittel
Head of Section/Head of Office/Team Leader
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Define the purpose of the position. | Define the purpose of the position |
| If the position is not to be announced as a permanent position, check if it is possible to announce it as a temporary position. | Temporary employment |
| Define the position’s work duties. | Define work duties |
| Define the position’s qualification requirements; required qualifications, desired qualifications and personal qualities. | Qualificatin requirements - Technical/administrative positions |
| Assess position title/code. | Local Salary Policy for UiT |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Define any other special requirements that apply e.g. certificates or health certificates. | |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| Assess language requirements, or the possibility of meeting the language requirement within a certain number of years. | About language requirements |
| Assess the geographical location for the position. | |
| Choose selection methods. | Selection methods |
Head of Department
The Head of Department has decision-making authority regarding the announcement of the position.
Tasks related to the process before announcement are often delegated to other leaders at the unit. See checklist for Head of Section/Head of Office/Team Leader.
Head of Section/Head of Office/Team Leader
In the checklist below you will find useful points for conducting a needs analysis. If you have any questions, please contact rekrutteringstjenesten@uit.no
| Activity | Link to supplementary information |
| Define the purpose of the position. | Define the purpose of the position |
| If the position is not to be announced as a permanent position, check if it is possible to announce it as a temporary position. | Temporary employment |
| Define the position’s work duties. | Define work duties |
| Define the position’s qualification requirements; required qualifications, desired qualifications and personal qualities. | Qualificatin requirements - Technical/administrative positions |
| Assess position title/code. | Local Salary Policy for UiT |
| You can use the guidelines in Statens Arbeidsgiverportal for needs analysis as a supplement to the points above.(only in Norwegian) | Behovsanalyse Statens arbeidsgiverportal |
| Analyse the candidate market. | Analysis of the candidate market |
| Define any other special requirements that apply e.g. certificates or health certificates. | |
| Be aware that it is primarily during this phase of the recruitment process that you can facilitate diversity and inclusion. | Diversity and inclusion facilitation |
| Assess language requirements, or the possibility of meeting the language requirement within a certain number of years. | About language requirements |
| Assess the geographical location for the position. | |
| Choose selection methods. | Selection methods |
If you have not conducted a needs analysis, we recommend going to stage 1 - Before Announcement. The needs analysis forms the basis for the announcement text and increases the chance of reaching the right candidates.
Below are announcement checklists for announcement, that are adapted to position category and role.
Faculties, departments and other units may be organised different internally, and tasks may be delegated to roles and functions other than those mentioned here. By "units," we refer to faculties, departments, and other components of the organizational structure at UiT.
Teaching and Researching Positions
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
To begin the process of announcing a position, please send the order form to the Recruitment Services via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive the announcement text for review before it is sent to the Appointment Board (TU) for approval.
| Activity | Link to supplementary information |
| The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. | Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, state that extensive travel is to be expected. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Describe any additional documentation requirements for applications, such as:
|
|
|
Select either:
Or:
|
|
|
Include text about moderate gender quotas if the percentage of the underrepresented gender in the position group at the unit is below 40%. |
Moderate gender quotas |
|
Choose the announcement date, application deadline, and any additional advertising channels beyond the standard ones. |
About announcements |
| Fill in the other necessary information in the order form and send it for approval according to the unit’s internal procedures. | |
| Send the order form to the via TopDesk or Elements. |
Rediger ressurser-underkapittel
Academic Staff
The Head of Department/Head of Office involves the Academic Staff in preparing the announcement text as required.
Head of Department/Head of Office
To begin the process of announcing a position, please send the order form to the Recruitment Services via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive the announcement text for review before it is sent to the Appointment Board (TU) for approval.
| Activity | Link to supplementary information |
| The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. | Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, state that extensive travel is to be expected. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Describe any additional documentation requirements for applications, such as:
|
|
|
Select either:
Or:
|
|
|
Include text about moderate gender quotas if the percentage of the underrepresented gender in the position group at the unit is below 40%. |
Moderate gender quotas |
|
Choose the announcement date, application deadline, and any additional advertising channels beyond the standard ones. |
About announcements |
| Fill in the other necessary information in the order form and send it for approval according to the unit’s internal procedures. | |
| Send the order form to the via TopDesk or Elements. |
Academic Staff
The Head of Department/Head of Office involves the Academic Staff in preparing the announcement text as required.
Researcher
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
To begin the process of announcing a position, please send the order form to the Recruitment Services via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive the announcement text for review before it is sent to the Appointment Board (TU) for approval.
| Activity | Link to supplementary information |
| The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. | Stage 1 - Before Announcement |
| Involve the contact person from the Academic Staff if necessary. | |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, state that extensive travel is to be expected. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Describe any additional documentation requirements for applications, such as:
|
|
|
Select either:
Or:
|
|
| Who should be the contact persons in the announcement text? | |
|
Include text about moderate gender quotas if the percentage of the underrepresented gender in the position group at the unit is below 40%. |
Moderate gender quotas |
| If applicable, include text stating that applicants who have not completed their master’s and doctoral degrees may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis/doctoral thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Select advertising channels in addition to the standard, announcement date and application deadline. | About announcements |
| Fill in the other necessary information in the order form and send it for approval according to the unit’s internal procedures | |
| Send the order form to the Recruitment Services via TopDesk or Elements. |
Rediger ressurser-underkapittel
Academic Staff
If you have been given a position to announce, contact the Head of Office at your unit to start the recruitment process. The Head of Office completes the order form and sends it to the Recruitment Services. You will be assigned a contact person from the Recruitment Services who will follow you through the recruitment process.
| Activity | Link to supplementary information |
| The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. | Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, state that extensive travel is to be expected. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Describe any additional documentation requirements for applications, such as:
|
|
|
Select either:
Or:
|
|
| Who should be the contact persons in the announcement text? | |
| If applicable, include text stating that applicants who have not completed their master’s and doctoral degrees may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis/doctoral thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Select advertising channels in addition to the standard, announcement date and application deadline. | About announcements |
| Once the Recruitment Services has received the order form from the office manager, you will soon receive a draft of the announcement text for review. | |
|
When the draft is completed, the Recruitment Services will send the case to the Appointment Committee for approval of the announcement text. If the case is approved, the Recruitment Services announces the position and notifies when this is done. |
Head of Department/Head of Office
To begin the process of announcing a position, please send the order form to the Recruitment Services via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive the announcement text for review before it is sent to the Appointment Board (TU) for approval.
| Activity | Link to supplementary information |
| The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. | Stage 1 - Before Announcement |
| Involve the contact person from the Academic Staff if necessary. | |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, state that extensive travel is to be expected. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Describe any additional documentation requirements for applications, such as:
|
|
|
Select either:
Or:
|
|
| Who should be the contact persons in the announcement text? | |
|
Include text about moderate gender quotas if the percentage of the underrepresented gender in the position group at the unit is below 40%. |
Moderate gender quotas |
| If applicable, include text stating that applicants who have not completed their master’s and doctoral degrees may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis/doctoral thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Select advertising channels in addition to the standard, announcement date and application deadline. | About announcements |
| Fill in the other necessary information in the order form and send it for approval according to the unit’s internal procedures | |
| Send the order form to the Recruitment Services via TopDesk or Elements. |
Academic Staff
If you have been given a position to announce, contact the Head of Office at your unit to start the recruitment process. The Head of Office completes the order form and sends it to the Recruitment Services. You will be assigned a contact person from the Recruitment Services who will follow you through the recruitment process.
| Activity | Link to supplementary information |
| The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. | Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, state that extensive travel is to be expected. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Describe any additional documentation requirements for applications, such as:
|
|
|
Select either:
Or:
|
|
| Who should be the contact persons in the announcement text? | |
| If applicable, include text stating that applicants who have not completed their master’s and doctoral degrees may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis/doctoral thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Select advertising channels in addition to the standard, announcement date and application deadline. | About announcements |
| Once the Recruitment Services has received the order form from the office manager, you will soon receive a draft of the announcement text for review. | |
|
When the draft is completed, the Recruitment Services will send the case to the Appointment Committee for approval of the announcement text. If the case is approved, the Recruitment Services announces the position and notifies when this is done. |
Postdoctoral Research Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
To begin the process of announcing a position, please send the order form to the Recruitment Services via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive the announcement text for review before it is sent to the Appointment Board (TU) for approval.
| Activity | Link to supplementary information |
|
The needs analysis has been carried out and forms the basis for the announcement text. |
Stage 1 - Before Announcement |
| Involve the contact person from the Academic Staff - the Head of Office and contact person must discuss the information that will be included in the order form. | |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
| Assess whether teaching, supervision or other required duties are to be included in the position. | |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, include text stating that the post-doctoral project must be planned with a period of study abroad. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Select one of the following options:
|
|
| Who should be the contact persons in the announcement text? | |
| Include text about moderate gender quotas if the percentage of the underrepresented gender in the position group at the unit is below 40%. | Moderate gender quotas |
| If applicable, include text stating that applicants who have not completed their doctoral degree may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their doctoral thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Choose the announcement date, application deadline and any advertising channels that are in addition to the standard. | About announcements |
| Fill in the other necessary information in the order form and send it for approval according to the unit’s internal routines. | |
| Send the order form to the Recruitment Services via TopDesk or Elements. |
Rediger ressurser-underkapittel
Academic Staff
If you have been given a position to announce, contact the Head of Office at your unit to start the recruitment process. The Head of Office completes the order form and sends it to the Recruitment Services. You will be assigned a contact person from the Recruitment Services who will follow up the recruitment process.
| Activity | Link to supplementary information |
| The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. | Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, include text stating that the post-doctoral project must be planned with a period of study abroad. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Select one of the following options:
|
|
| Who should be the contact persons in the announcement text? | |
|
If applicable, include text stating that applicants who have not completed their doctoral degree may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their doctoral thesis for assessment within the application deadline. The thesis must be attached to the application. |
Possibility of appointing candidates who have not a completed degree |
| Choose the announcement date, application deadline and any advertising channels that are in addition to the standard. | About announcements |
| Once the Recruitment Services has received the order form from the office manager, you will soon receive a draft of the announcement text for review. | |
|
When the draft is completed, the Recruitment Services will send the case to the Appointment Committee for approval of the announcement text. If the case is approved, the Recruitment Services announces the position and notifies when this is done. |
Head of Department/Head of Office
To begin the process of announcing a position, please send the order form to the Recruitment Services via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive the announcement text for review before it is sent to the Appointment Board (TU) for approval.
| Activity | Link to supplementary information |
|
The needs analysis has been carried out and forms the basis for the announcement text. |
Stage 1 - Before Announcement |
| Involve the contact person from the Academic Staff - the Head of Office and contact person must discuss the information that will be included in the order form. | |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
| Assess whether teaching, supervision or other required duties are to be included in the position. | |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, include text stating that the post-doctoral project must be planned with a period of study abroad. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Select one of the following options:
|
|
| Who should be the contact persons in the announcement text? | |
| Include text about moderate gender quotas if the percentage of the underrepresented gender in the position group at the unit is below 40%. | Moderate gender quotas |
| If applicable, include text stating that applicants who have not completed their doctoral degree may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their doctoral thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Choose the announcement date, application deadline and any advertising channels that are in addition to the standard. | About announcements |
| Fill in the other necessary information in the order form and send it for approval according to the unit’s internal routines. | |
| Send the order form to the Recruitment Services via TopDesk or Elements. |
Academic Staff
If you have been given a position to announce, contact the Head of Office at your unit to start the recruitment process. The Head of Office completes the order form and sends it to the Recruitment Services. You will be assigned a contact person from the Recruitment Services who will follow up the recruitment process.
| Activity | Link to supplementary information |
| The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. | Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| If applicable, include text stating that the post-doctoral project must be planned with a period of study abroad. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
Select one of the following options:
|
|
| Who should be the contact persons in the announcement text? | |
|
If applicable, include text stating that applicants who have not completed their doctoral degree may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their doctoral thesis for assessment within the application deadline. The thesis must be attached to the application. |
Possibility of appointing candidates who have not a completed degree |
| Choose the announcement date, application deadline and any advertising channels that are in addition to the standard. | About announcements |
| Once the Recruitment Services has received the order form from the office manager, you will soon receive a draft of the announcement text for review. | |
|
When the draft is completed, the Recruitment Services will send the case to the Appointment Committee for approval of the announcement text. If the case is approved, the Recruitment Services announces the position and notifies when this is done. |
PhD Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
To order an announcement, please send the order form to the Recruitment Services via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive the announcement text for review before it is sent to the Appointment Committee (TU) for approval.
| Activity | Link to supplementary information |
|
The needs analysis has been carried out and forms the basis for the announcement text. |
Stage 1 - Before Announcement |
| Involve the Main Supervisor for the position - the Head of Office and the Main Supervisor must discuss the information that will be included in the order form. | |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
If applicable, include text about project description. Say something about:
|
Project description - PhD Fellow |
| Who should be the contact persons in the announcement text? | |
| If applicable, include text stating that applicants who have not completed their master’s degree may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Choose the announcement date, application deadline and any advertising channels that are in addition to the standard. | About announcements |
| Fill in the other necessary information in the order form and send it for approval according to the unit’s internal routines. | |
| Send the order form to the Recruitment Services via TopDesk or Elements. |
Rediger ressurser-underkapittel
Academic Staff
If you have been given a position to announce, contact the Head of Office at your unit to start the recruitment process. The Head of Office completes the order form and sends it to the Recruitment Services. You will be assigned a contact person from the Recruitment Services who will follow you through the recruitment process.
| Activity | Link to supplementary information |
|
The needs analysis has been carried out and forms the basis for the announcement text. |
Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
If applicable, include text about project description. Say something about:
|
Project description - PhD Fellow |
| Who should be the contact persons in the announcement text? | |
| If applicable, include text stating that applicants who have not completed their master’s degree may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Choose the announcement date, application deadline and any advertising channels that are in addition to the standard. | About announcements |
|
Once the Recruitment Services has received the order form from the office manager, you will soon receive a draft of the announcement text for review. |
|
| When the draft is completed, the Recruitment Services will send the case to the Appointment Committee for approval of the announcement text. If the case is approved, the Recruitment Services announces the position and notifies when this is done. |
Head of Department/Head of Office
To order an announcement, please send the order form to the Recruitment Services via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive the announcement text for review before it is sent to the Appointment Committee (TU) for approval.
| Activity | Link to supplementary information |
|
The needs analysis has been carried out and forms the basis for the announcement text. |
Stage 1 - Before Announcement |
| Involve the Main Supervisor for the position - the Head of Office and the Main Supervisor must discuss the information that will be included in the order form. | |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
If applicable, include text about project description. Say something about:
|
Project description - PhD Fellow |
| Who should be the contact persons in the announcement text? | |
| If applicable, include text stating that applicants who have not completed their master’s degree may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Choose the announcement date, application deadline and any advertising channels that are in addition to the standard. | About announcements |
| Fill in the other necessary information in the order form and send it for approval according to the unit’s internal routines. | |
| Send the order form to the Recruitment Services via TopDesk or Elements. |
Academic Staff
If you have been given a position to announce, contact the Head of Office at your unit to start the recruitment process. The Head of Office completes the order form and sends it to the Recruitment Services. You will be assigned a contact person from the Recruitment Services who will follow you through the recruitment process.
| Activity | Link to supplementary information |
|
The needs analysis has been carried out and forms the basis for the announcement text. |
Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. | How to write a good announcement text - academic positions |
|
Describe the position’s area of responsibility and research:
|
|
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualification requirements - academic positions |
| Describe language requirements and how these should be documented. If there is a requirement regarding Norwegian/Scandinavian language, assess whether it is a must-have requirement or should-have requirement. | |
| Describe career opportunities. | en.uit.no/career |
| Describe the benefits of working with you. | |
| Describe where the position is geographically located. | |
|
If applicable, include text about project description. Say something about:
|
Project description - PhD Fellow |
| Who should be the contact persons in the announcement text? | |
| If applicable, include text stating that applicants who have not completed their master’s degree may apply for the position, with conditions to document the completed degree prior to appointment. Applicants must have submitted their master’s thesis for assessment within the application deadline. The thesis must be attached to the application. | Possibility of appointing candidates who have not a completed degree |
| Choose the announcement date, application deadline and any advertising channels that are in addition to the standard. | About announcements |
|
Once the Recruitment Services has received the order form from the office manager, you will soon receive a draft of the announcement text for review. |
|
| When the draft is completed, the Recruitment Services will send the case to the Appointment Committee for approval of the announcement text. If the case is approved, the Recruitment Services announces the position and notifies when this is done. |
Technical/Administrative Positions
The Director of Administration has decided that internal announcements shall be the first choice when advertising technical and administrative positions at UiT from June 1, 2025, with three exceptions. Further information can be found in the Guidelines for Internal Announcements at UiT. Internal announcements are handled in the same manner as external announcements, and the guide below can therefore be used for both internal and external announcements.
Recruitment to managerial positions is not included here. Contact rekrutteringstjenesten@uit.no if you are recruiting to a managerial position.
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department
The Head of Department decides whether the position should be announced.
Tasks relating to announcements are often delegated to other leaders at the unit. See checklist for Head of Section/Head of Office/Team Leader.
Rediger ressurser-underkapittel
Head of Section/Head of Office/Team Leader
To order an announcement, please send the order form to the Recruitment Servicess via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive a draft of the announcement text for review before it is published.
| Activity | Link to supplementary information |
|
The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. |
Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe where the position is geographically located. | |
|
Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. |
How to write a good announcement text - technical/administrative positions |
| Describe area of responsibility and work duties. | Define work duties |
| Describe the benefits of working with you. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualfication requirements - technical/administrative positions |
|
Describe any additional documentation requirements for applications, such as:
|
|
| Select advertising channels, announcement date and application deadline for announcement. | About announcements |
Head of Department
The Head of Department decides whether the position should be announced.
Tasks relating to announcements are often delegated to other leaders at the unit. See checklist for Head of Section/Head of Office/Team Leader.
Head of Section/Head of Office/Team Leader
To order an announcement, please send the order form to the Recruitment Servicess via TopDesk or Elements. Use the checklist below to help complete the order form. If you have any questions or need assistance with anything, please contact the Recruitment Services. Your case officer at the Recruitment Services receives the order and creates a draft of the announcement text based on your text and the Recruitment Services’ templates. You will receive a draft of the announcement text for review before it is published.
| Activity | Link to supplementary information |
|
The needs analysis has been carried out and forms the basis for the selected position code and the design of the announcement text. |
Stage 1 - Before Announcement |
| Decide which language the announcement text should be written in. | |
| Describe where the position is geographically located. | |
|
Describe the academic community, unit and place of work in a way that encourages potential applicants to apply. Adapt the text to the candidate market. |
How to write a good announcement text - technical/administrative positions |
| Describe area of responsibility and work duties. | Define work duties |
| Describe the benefits of working with you. | |
| Stipulate clear qualification requirements: required qualifications, desired qualifications and personal qualities. | Qualfication requirements - technical/administrative positions |
|
Describe any additional documentation requirements for applications, such as:
|
|
| Select advertising channels, announcement date and application deadline for announcement. | About announcements |
Unsure of position
See stage 1, Before Announcement, for conducting a needs analysis. If you require advice, contact rekrutteringstjenesten@uit.no
Here are checklists and more detailed information on conducting assessments regarding appointments to academic positions at UiT.
Below are assessment checklists adapted to the position category and role.
Faculties, departments and other units may be organised different internally, and tasks may be delegated to roles and functions other than those mentioned here. By "units," we refer to faculties, departments, and other components of the organizational structure at UiT.
Teaching and Researching Positions
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
| Activity | Link to supplementary information |
| Assess your own impartiality in the process moving forwards, based on the list of applicants. | Checklist - conflict of interest |
|
Appoint a committee that meets the composition requirements. |
Evaluation Commitees - Composition |
|
Appoint the leader of the committee. For positions such as professor, docent, associate professor, and senior lecturer, this must be an external member. |
|
| Clarify impartiality questions from/about committee members. | |
| Send an internal memo with follow-up to the Recruitment Services (SREK) and inform them about the committee. | |
| The Recruitment Services provides access for the committee, sends appointment letters and takes care of communication with the committee. | |
| Inform the Recruitment Services if you agree on a deadline for submitting a report that is different to the deadline specified by the Recruitment Services. | |
| The Head of Department approves the assessment report. | Approval of assessment report |
Rediger ressurser-underkapittel
Member of the Evaluation Committee
The Evaluation Committee and committee chairperson are appointed by the unit’s Head of Department. The Recruitment Services sends the appointment letter by email to the appointed committee, with the necessary information and deadline for the work. The committee’s chairperson is responsible for calling meetings and coordinating the committee’s work. Below is a checklist we recommend you use when carrying out an assessment.
| Activity | Link to supplementary information |
| Assess your own impartiality based on the list of applicants and notify the unit as soon as possible, if you see any reason to do so. | Checklist - conflict of interest |
| Check that you have access to applications with attachments at Jobbnorge. | Jobbnorge guide |
| External members must provide basic information for the remuneration contract (members will receive request by email). | Remuration for external members |
| Familiarise yourself with the committee’s mandate and UiT’s supplementary provisions pertaining to assessments in appointment processes | The committee's mandate |
| Assess the applicant’s documented qualifications based on academic qualification requirements in the announcement text and educational competence. | Assess academic qualification and eductional competence |
| Write the assessment report. | About the assessment report |
|
Send the signed assessment report to rekrutteringstjenesten@uit.no |
|
| Respond to comments from the applicants. | Management of comments |
Head of Department/Head of Office
| Activity | Link to supplementary information |
| Assess your own impartiality in the process moving forwards, based on the list of applicants. | Checklist - conflict of interest |
|
Appoint a committee that meets the composition requirements. |
Evaluation Commitees - Composition |
|
Appoint the leader of the committee. For positions such as professor, docent, associate professor, and senior lecturer, this must be an external member. |
|
| Clarify impartiality questions from/about committee members. | |
| Send an internal memo with follow-up to the Recruitment Services (SREK) and inform them about the committee. | |
| The Recruitment Services provides access for the committee, sends appointment letters and takes care of communication with the committee. | |
| Inform the Recruitment Services if you agree on a deadline for submitting a report that is different to the deadline specified by the Recruitment Services. | |
| The Head of Department approves the assessment report. | Approval of assessment report |
Member of the Evaluation Committee
The Evaluation Committee and committee chairperson are appointed by the unit’s Head of Department. The Recruitment Services sends the appointment letter by email to the appointed committee, with the necessary information and deadline for the work. The committee’s chairperson is responsible for calling meetings and coordinating the committee’s work. Below is a checklist we recommend you use when carrying out an assessment.
| Activity | Link to supplementary information |
| Assess your own impartiality based on the list of applicants and notify the unit as soon as possible, if you see any reason to do so. | Checklist - conflict of interest |
| Check that you have access to applications with attachments at Jobbnorge. | Jobbnorge guide |
| External members must provide basic information for the remuneration contract (members will receive request by email). | Remuration for external members |
| Familiarise yourself with the committee’s mandate and UiT’s supplementary provisions pertaining to assessments in appointment processes | The committee's mandate |
| Assess the applicant’s documented qualifications based on academic qualification requirements in the announcement text and educational competence. | Assess academic qualification and eductional competence |
| Write the assessment report. | About the assessment report |
|
Send the signed assessment report to rekrutteringstjenesten@uit.no |
|
| Respond to comments from the applicants. | Management of comments |
Researcher
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
| Activity | Link to supplementary information |
| Assess your own impartiality in the process moving forwards, based on the list of applicants. | Checklist - conflict of interest |
| Appoint a committee that meets the composition requirements and a committee chairperson as soon as possible. | Evaluation Commitees - Composition |
| Clarify impartiality questions from/about committee members. | |
| Send an internal memo with follow-up to the Recruitment Services (SREK) and inform them about the committee. | |
| The Recruitment Services provides access for the committee, sends appointment letters and takes care of communication with the committee. | |
| Inform the Recruitment Services if you agree on a deadline for submitting a report that is different to the deadline specified by the Recruitment Services. | |
| The Head of Department approves the assessment report. | Approval of assessment report |
Rediger ressurser-underkapittel
Academic Staff
| Activity | Link to supplementary information |
| Enquire about potential committee members well in advance of the application deadline. Inform about when the work is planned to be carried out and clarify capacity. | Evaluation Commitees - Composition |
| Send suggestions about potential assessment committee members to the Head of office, who will discuss it further with the Head of Department. | |
| If you are going to serve as a member on the committee, refer to the checklist for Evaluation Committee members. |
Rediger ressurser-underkapittel
Member of the Evaluation Committee
The Evaluation Committee and committee chairperson are appointed by the unit’s Head of Department. The Recruitment Services sends the appointment letter by email to the appointed committee, with the necessary information and deadline for the work. The committee’s chairperson is responsible for calling meetings and coordinating the committee’s work. Below is a checklist we recommend you use when carrying out an assessment.
| Activity | Link to supplementary information |
| Assess your own impartiality based on the list of applicants and notify the unit as soon as possible, if you see any reason to do so. | Checklist - conflict of interest |
| Check that you have access to applications with attachments at Jobbnorge. | Jobbnorge guide |
| External members must provide basic information for the remuneration contract (members will receive request by email). | Remuration for external members |
| Familiarise yourself with the committee’s mandate and UiT’s supplementary provisions pertaining to assessments in appointment processes. | The committee's mandate |
| Assess the applicant’s documented qualifications based on academic qualification requirements in the announcement text. | Assess academic qualificatio - Researcher |
| Write the assessment report. | About the assessment report |
| Send the signed assessment report to rekrutteringstjenesten@uit.no | |
| Respond to any comments. | Management of comments |
Head of Department/Head of Office
| Activity | Link to supplementary information |
| Assess your own impartiality in the process moving forwards, based on the list of applicants. | Checklist - conflict of interest |
| Appoint a committee that meets the composition requirements and a committee chairperson as soon as possible. | Evaluation Commitees - Composition |
| Clarify impartiality questions from/about committee members. | |
| Send an internal memo with follow-up to the Recruitment Services (SREK) and inform them about the committee. | |
| The Recruitment Services provides access for the committee, sends appointment letters and takes care of communication with the committee. | |
| Inform the Recruitment Services if you agree on a deadline for submitting a report that is different to the deadline specified by the Recruitment Services. | |
| The Head of Department approves the assessment report. | Approval of assessment report |
Academic Staff
| Activity | Link to supplementary information |
| Enquire about potential committee members well in advance of the application deadline. Inform about when the work is planned to be carried out and clarify capacity. | Evaluation Commitees - Composition |
| Send suggestions about potential assessment committee members to the Head of office, who will discuss it further with the Head of Department. | |
| If you are going to serve as a member on the committee, refer to the checklist for Evaluation Committee members. |
Member of the Evaluation Committee
The Evaluation Committee and committee chairperson are appointed by the unit’s Head of Department. The Recruitment Services sends the appointment letter by email to the appointed committee, with the necessary information and deadline for the work. The committee’s chairperson is responsible for calling meetings and coordinating the committee’s work. Below is a checklist we recommend you use when carrying out an assessment.
| Activity | Link to supplementary information |
| Assess your own impartiality based on the list of applicants and notify the unit as soon as possible, if you see any reason to do so. | Checklist - conflict of interest |
| Check that you have access to applications with attachments at Jobbnorge. | Jobbnorge guide |
| External members must provide basic information for the remuneration contract (members will receive request by email). | Remuration for external members |
| Familiarise yourself with the committee’s mandate and UiT’s supplementary provisions pertaining to assessments in appointment processes. | The committee's mandate |
| Assess the applicant’s documented qualifications based on academic qualification requirements in the announcement text. | Assess academic qualificatio - Researcher |
| Write the assessment report. | About the assessment report |
| Send the signed assessment report to rekrutteringstjenesten@uit.no | |
| Respond to any comments. | Management of comments |
Postdoctoral Research Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Member of the Evaluation Committee
The Evaluation Committee and committee chairperson are appointed by the Head of Department at the unit. The Recruitment Services sends the appointment letter by email to the appointed committee with the necessary information and deadline for the work. The committee chairperson is responsible for calling meetings and coordinating the committee’s work. Below is a checklist we recommend you use when carrying out an assessment.
| Activity | Link to supplementary information |
| Assess your own impartiality based on the list of applicants and notify the unit as soon as possible, if you see any reason to do so. | Checklist - conflict of interest |
| Check that you have access to applications with attachments at Jobbnorge. | Jobbnorge guide |
| External members must provide basic information for the remuneration contract (members will receive request by email). | Remuration for external members |
| Familiarise yourself with the committee’s mandate and UiT’s supplementary provisions pertaining to assessments in appointment processes. | The committee's mandate |
| Assess the applicant’s documented qualifications based on academic qualification requirements in the announcement text. | Assess academic qualifications - Postdoctoral Research Fellow and PhD Fellow |
| Write the assessment report. | |
| Send the signed assessment report to rekrutteringstjenesten@uit.no | |
| Respond to any comments. | Management of comments |
Rediger ressurser-underkapittel
Head of Department/Head of Office
| Activity | Link to supplementary information |
| Assess your own impartiality in the process moving forwards, based on the list of applicants. | Checklist - conflict of interest |
| Appoint a committee that meets the composition requirements and a committee chairperson as soon as possible. | Evaluation Commitees - Composition |
| Clarify impartiality questions from/about committee members. | |
| Send an internal memo with follow-up to the Recruitment Services (SREK) and inform them about the committee. | |
| The Recruitment Services provides access for the committee, sends appointment letters and takes care of communication with the committee. | |
| Inform the Recruitment Services if you agree on a deadline for submitting a report that is different to the deadline specified by the Recruitment Services. | |
| The Head of Department approves the assessment report. | Approval of assessment report |
Rediger ressurser-underkapittel
Academic Staff
| Activity | Link to supplementary information |
| Enquire about potential committee members well in advance of the application deadline. Inform about when the work is planned to be carried out and clarify capacity. | Evaluation Commitees - Composition |
| Send suggestions about potential assessment committee members to the Head of office, who will discuss it further with the Head of Department. | |
| If you are going to serve as a member on the committee or the Recruitment Services, refer to the checklist for Evaluation Committee members. |
Member of the Evaluation Committee
The Evaluation Committee and committee chairperson are appointed by the Head of Department at the unit. The Recruitment Services sends the appointment letter by email to the appointed committee with the necessary information and deadline for the work. The committee chairperson is responsible for calling meetings and coordinating the committee’s work. Below is a checklist we recommend you use when carrying out an assessment.
| Activity | Link to supplementary information |
| Assess your own impartiality based on the list of applicants and notify the unit as soon as possible, if you see any reason to do so. | Checklist - conflict of interest |
| Check that you have access to applications with attachments at Jobbnorge. | Jobbnorge guide |
| External members must provide basic information for the remuneration contract (members will receive request by email). | Remuration for external members |
| Familiarise yourself with the committee’s mandate and UiT’s supplementary provisions pertaining to assessments in appointment processes. | The committee's mandate |
| Assess the applicant’s documented qualifications based on academic qualification requirements in the announcement text. | Assess academic qualifications - Postdoctoral Research Fellow and PhD Fellow |
| Write the assessment report. | |
| Send the signed assessment report to rekrutteringstjenesten@uit.no | |
| Respond to any comments. | Management of comments |
Head of Department/Head of Office
| Activity | Link to supplementary information |
| Assess your own impartiality in the process moving forwards, based on the list of applicants. | Checklist - conflict of interest |
| Appoint a committee that meets the composition requirements and a committee chairperson as soon as possible. | Evaluation Commitees - Composition |
| Clarify impartiality questions from/about committee members. | |
| Send an internal memo with follow-up to the Recruitment Services (SREK) and inform them about the committee. | |
| The Recruitment Services provides access for the committee, sends appointment letters and takes care of communication with the committee. | |
| Inform the Recruitment Services if you agree on a deadline for submitting a report that is different to the deadline specified by the Recruitment Services. | |
| The Head of Department approves the assessment report. | Approval of assessment report |
Academic Staff
| Activity | Link to supplementary information |
| Enquire about potential committee members well in advance of the application deadline. Inform about when the work is planned to be carried out and clarify capacity. | Evaluation Commitees - Composition |
| Send suggestions about potential assessment committee members to the Head of office, who will discuss it further with the Head of Department. | |
| If you are going to serve as a member on the committee or the Recruitment Services, refer to the checklist for Evaluation Committee members. |
PhD Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
[Skriv innhold her]
| Activity | Link to supplementary information |
| Assess your own impartiality in the process moving forwards, based on the list of applicants. | Checklist - conflict of interest |
| Appoint a committee that meets the composition requirements and a committee chairperson as soon as possible. | Evaluation Commitees - Composition |
| Clarify impartiality questions from/about committee members. | |
| Consider and possibly carry out pre-screening of the applicants. | Pre-screening of applicants |
| Send an internal memo with follow-up to the Recruitment Services (SREK) and inform them about the committee. | |
| The Recruitment Services provides access for the committee, sends appointment letters and takes care of communication with the committee. | |
| Inform the Recruitment Services if you agree on a deadline for submitting a report that is different to the deadline specified by the Recruitment Services. | |
| The Head of Department approves the assessment report. | Approval of assessment report |
Rediger ressurser-underkapittel
Academic Staff
The Evaluation Committee and committee chairperson are appointed by the Head of Department. The most common procedure is that the project lead for the PhD Fellow position is the Evaluation Committee chairperson, unless the person in question is disqualified in relation to some of the applicants. See first checklist point on “members of the assessment committee checklist” for assessment of impartiality.
| Activity | Link to supplementary information |
| Enquire about potential committee members well in advance of the application deadline. Inform about when the work is planned to be carried out and clarify capacity. | Evaluation Commitees - Composition |
| Send suggestions about potential assessment committee members to the Head of office or the Recruitment Service, who will discuss it further with the Head of Department. | |
| If you are going to serve as a member on the committee, refer to the checklist for Evaluation Committee members. |
Rediger ressurser-underkapittel
Member of the Evaluation Committee
The Evaluation Committee and committee chairperson are appointed by the Head of Department at the unit. The Recruitment Services sends the appointment letter by email to the appointed committee with the necessary information and deadline for the work. The committee chairperson is responsible for calling meetings and coordinating the committee’s work. Below is a checklist we recommend you use when carrying out an assessment.
| Activity | Link to supplementary information |
| Before the appointment letter is sent to the evaluation committee, the Joint Admissions Service conducts an evaluation of the applicants' formal qualifications for admission to the faculty's PhD program. This process begins after the application deadline has expired and takes approximately 10 working days. | Explanation of the Admission Services' evaluation |
| Assess your own impartiality based on the list of applicants and notify the unit as soon as possible, if you see any reason to do so. | Checklist - conflict of interest |
| Check that you have access to applications with attachments at Jobbnorge. | Jobbnorge guide |
| External members must provide basic information for the remuneration contract (members will receive request by email). | Remuration for external members |
| Familiarise yourself with the committee’s mandate and UiT’s supplementary provisions pertaining to assessments in appointment processes. | The committee's mandate |
| Assess the applicant’s documented qualifications based on academic qualification requirements in the announcement text. | Assess academic qualifications - Postdoctoral Research Fellow and PhD Fellow |
| Check if the job announcement allows candidates in the final stages of their master's degrees to apply for the position. If so, it is important that these candidates also are evaluated. | Evaluation of candidates in final stages of master's degree |
| Write the assessment report. | |
| Send the signed assessment report to rekrutteringstjenesten@uit.no | |
| Once the report has been approved by the Head of Department and sent to the applicants with the opportunity to comment, one can proceed to interviews. | see stage 4 - interview |
| Respond to any comments. |
Head of Department/Head of Office
[Skriv innhold her]
| Activity | Link to supplementary information |
| Assess your own impartiality in the process moving forwards, based on the list of applicants. | Checklist - conflict of interest |
| Appoint a committee that meets the composition requirements and a committee chairperson as soon as possible. | Evaluation Commitees - Composition |
| Clarify impartiality questions from/about committee members. | |
| Consider and possibly carry out pre-screening of the applicants. | Pre-screening of applicants |
| Send an internal memo with follow-up to the Recruitment Services (SREK) and inform them about the committee. | |
| The Recruitment Services provides access for the committee, sends appointment letters and takes care of communication with the committee. | |
| Inform the Recruitment Services if you agree on a deadline for submitting a report that is different to the deadline specified by the Recruitment Services. | |
| The Head of Department approves the assessment report. | Approval of assessment report |
Academic Staff
The Evaluation Committee and committee chairperson are appointed by the Head of Department. The most common procedure is that the project lead for the PhD Fellow position is the Evaluation Committee chairperson, unless the person in question is disqualified in relation to some of the applicants. See first checklist point on “members of the assessment committee checklist” for assessment of impartiality.
| Activity | Link to supplementary information |
| Enquire about potential committee members well in advance of the application deadline. Inform about when the work is planned to be carried out and clarify capacity. | Evaluation Commitees - Composition |
| Send suggestions about potential assessment committee members to the Head of office or the Recruitment Service, who will discuss it further with the Head of Department. | |
| If you are going to serve as a member on the committee, refer to the checklist for Evaluation Committee members. |
Member of the Evaluation Committee
The Evaluation Committee and committee chairperson are appointed by the Head of Department at the unit. The Recruitment Services sends the appointment letter by email to the appointed committee with the necessary information and deadline for the work. The committee chairperson is responsible for calling meetings and coordinating the committee’s work. Below is a checklist we recommend you use when carrying out an assessment.
| Activity | Link to supplementary information |
| Before the appointment letter is sent to the evaluation committee, the Joint Admissions Service conducts an evaluation of the applicants' formal qualifications for admission to the faculty's PhD program. This process begins after the application deadline has expired and takes approximately 10 working days. | Explanation of the Admission Services' evaluation |
| Assess your own impartiality based on the list of applicants and notify the unit as soon as possible, if you see any reason to do so. | Checklist - conflict of interest |
| Check that you have access to applications with attachments at Jobbnorge. | Jobbnorge guide |
| External members must provide basic information for the remuneration contract (members will receive request by email). | Remuration for external members |
| Familiarise yourself with the committee’s mandate and UiT’s supplementary provisions pertaining to assessments in appointment processes. | The committee's mandate |
| Assess the applicant’s documented qualifications based on academic qualification requirements in the announcement text. | Assess academic qualifications - Postdoctoral Research Fellow and PhD Fellow |
| Check if the job announcement allows candidates in the final stages of their master's degrees to apply for the position. If so, it is important that these candidates also are evaluated. | Evaluation of candidates in final stages of master's degree |
| Write the assessment report. | |
| Send the signed assessment report to rekrutteringstjenesten@uit.no | |
| Once the report has been approved by the Head of Department and sent to the applicants with the opportunity to comment, one can proceed to interviews. | see stage 4 - interview |
| Respond to any comments. |
Technical/Administrative Positions
An Evaluation and Interview Committee conducts assessment and interviews in the same stage. Go to stage 4, Interview.
Below are checklists for interviews and other selection methods, adapted to the position category and role.
Faculties, departments and other units may be organised different internally, and tasks may be delegated to roles and functions other than those mentioned here. By "units," we refer to faculties, departments, and other components of the organizational structure at UiT.
Teaching and Researching Positions
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
The Head of Department is the recommending authority and is responsible for appointing the Interview Committee and ensuring that the Interview Committee carries out the interview process. Relevant activities can be found in the checklist below. The tasks are often divided between the Head of Department and the Head of Office.
| Activity | Link to supplementary information |
|
If a person with an external preferential right/redundancy certificate has applied, assess whether the candidate meets the conditions and therefore should be appointed. If you are going to employ the candidate, notify the Recruitment Services to stop the ongoing appointment process. |
Assessment of preferential rights |
|
Appoint Interview Committee. Both genders should be represented. The direct Manager should normally participate on the committee. |
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Review the ‘Interview Committee Checklist’ with the committee. |
|
|
Clarify role allocation in the interview process with the Interview Committee – who does what. |
|
|
Set the timeframe for the interview process. |
. |
Rediger ressurser-underkapittel
Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Committee conducts preparatory meeting. | |
| Familiarise oneself with the rules for conducting an interview. | The Interview Committee's mandate |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - academic positions |
| Call for interviews and possible trial lecture. | |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | Interview guide Teaching and Researching Positions |
| Clarify roles within the Interview Committee regarding interviews/trial lectures, etc. | |
| Manage interviews, any sample lectures or other samples of work. | |
| If applicable, conduct trial lectures/other samples of work and/or other selection methods. | |
| Conduct interviews. Remember to address things that may be relevant to the working relationship (expectations, practical matters, attendance requirements, etc.). See the interview guide above for a more comprehensive overview. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian, may also be written in English. | About the interview report - Teaching and Recearching Positions |
| Submit interview report to Head of Department/Head of Office. |
Head of Department/Head of Office
The Head of Department is the recommending authority and is responsible for appointing the Interview Committee and ensuring that the Interview Committee carries out the interview process. Relevant activities can be found in the checklist below. The tasks are often divided between the Head of Department and the Head of Office.
| Activity | Link to supplementary information |
|
If a person with an external preferential right/redundancy certificate has applied, assess whether the candidate meets the conditions and therefore should be appointed. If you are going to employ the candidate, notify the Recruitment Services to stop the ongoing appointment process. |
Assessment of preferential rights |
|
Appoint Interview Committee. Both genders should be represented. The direct Manager should normally participate on the committee. |
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Review the ‘Interview Committee Checklist’ with the committee. |
|
|
Clarify role allocation in the interview process with the Interview Committee – who does what. |
|
|
Set the timeframe for the interview process. |
. |
Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Committee conducts preparatory meeting. | |
| Familiarise oneself with the rules for conducting an interview. | The Interview Committee's mandate |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - academic positions |
| Call for interviews and possible trial lecture. | |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | Interview guide Teaching and Researching Positions |
| Clarify roles within the Interview Committee regarding interviews/trial lectures, etc. | |
| Manage interviews, any sample lectures or other samples of work. | |
| If applicable, conduct trial lectures/other samples of work and/or other selection methods. | |
| Conduct interviews. Remember to address things that may be relevant to the working relationship (expectations, practical matters, attendance requirements, etc.). See the interview guide above for a more comprehensive overview. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian, may also be written in English. | About the interview report - Teaching and Recearching Positions |
| Submit interview report to Head of Department/Head of Office. |
Researcher
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
The Head of Department is the recommending authority and is responsible for appointing the Interview Committee and ensuring that the Interview Committee carries out the interview process. Relevant activities can be found in the checklist below. The tasks are often divided between the Head of Department and the Head of Office.
| Activity | Link to supplementary information |
|
If a person with an external preferential right/redundancy certificate has applied, assess whether the candidate meets the conditions and therefore should be appointed. If you are going to employ the candidate, notify the Recruitment Services to stop the ongoing appointment process. |
Assessment of preferential rights |
|
Appoint Interview Committee. Both genders should be represented. The direct Manager should normally participate on the committee. |
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Review the ‘Interview Committee Checklist’ with the committee. |
|
|
Clarify role allocation in the interview process with the Interview Committee – who does what. |
|
|
Set the timeframe for the interview process. |
Rediger ressurser-underkapittel
Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Committee conducts preparatory meeting. | |
| Familiarise oneself with the rules for conducting an interview. | The Interview Committee's mandate |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - academic positions |
| Call for interviews and possible trial lecture. | |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | Interview guide Researcher and Postdoctoral Research Fellow |
| Clarify roles within the Interview Committee regarding interviews/trial lectures, etc. | |
| Manage interviews, any sample lectures or other samples of work. | |
| If applicable, conduct trial lectures/other samples of work and/or other selection methods. | |
| Conduct interviews. Remember to address things that may be relevant to the working relationship (expectations, practical matters, attendance requirements, etc.). See the interview guide above for a more comprehensive overview. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian, may also be written in English. | About the interview report - Teaching and Recearching / Researcher Positions |
| Send interview report to the Head of Office. The Head of Office ensures that the Head of Department submits a recommendation and that the case is sent to the Recruitment Services for further processing. |
Head of Department/Head of Office
The Head of Department is the recommending authority and is responsible for appointing the Interview Committee and ensuring that the Interview Committee carries out the interview process. Relevant activities can be found in the checklist below. The tasks are often divided between the Head of Department and the Head of Office.
| Activity | Link to supplementary information |
|
If a person with an external preferential right/redundancy certificate has applied, assess whether the candidate meets the conditions and therefore should be appointed. If you are going to employ the candidate, notify the Recruitment Services to stop the ongoing appointment process. |
Assessment of preferential rights |
|
Appoint Interview Committee. Both genders should be represented. The direct Manager should normally participate on the committee. |
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Review the ‘Interview Committee Checklist’ with the committee. |
|
|
Clarify role allocation in the interview process with the Interview Committee – who does what. |
|
|
Set the timeframe for the interview process. |
Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Committee conducts preparatory meeting. | |
| Familiarise oneself with the rules for conducting an interview. | The Interview Committee's mandate |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - academic positions |
| Call for interviews and possible trial lecture. | |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | Interview guide Researcher and Postdoctoral Research Fellow |
| Clarify roles within the Interview Committee regarding interviews/trial lectures, etc. | |
| Manage interviews, any sample lectures or other samples of work. | |
| If applicable, conduct trial lectures/other samples of work and/or other selection methods. | |
| Conduct interviews. Remember to address things that may be relevant to the working relationship (expectations, practical matters, attendance requirements, etc.). See the interview guide above for a more comprehensive overview. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian, may also be written in English. | About the interview report - Teaching and Recearching / Researcher Positions |
| Send interview report to the Head of Office. The Head of Office ensures that the Head of Department submits a recommendation and that the case is sent to the Recruitment Services for further processing. |
Postdoctoral Research Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
The Head of Department is the recommending authority and is responsible for appointing the Interview Committee and ensuring that the Interview Committee carries out the interview process. Relevant activities can be found in the checklist below. The tasks are often divided between the Head of Department and the Head of Office.
| Activity | Link to supplementary information |
|
Appoint Interview Committee. Both genders should be represented. |
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Review the ‘Interview Committee Checklist’ with the committee. |
|
|
Clarify role allocation in the interview process with the Interview Committee – who does what. |
|
|
Set the timeframe for the interview process. |
. |
Rediger ressurser-underkapittel
Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - academic positions |
| Committee conducts preparatory meeting. | |
| Familiarise oneself with the rules for conducting an interview. | The Interview Committee's mandate |
| Manage interviews, any sample lectures or other samples of work. | |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | Interview guide Researcher and Postdoctoral Research Fellow |
| Clarify roles within the Interview Committee regarding interviews/trial lectures, etc. | |
| If applicable, conduct trial lectures/other samples of work and/or other selection methods. | |
| Conduct interviews. Remember to address things that may be relevant to the working relationship (expectations, practical matters, attendance requirements, etc.). See the interview guide above for a more comprehensive overview. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian, may also be written in English. | About the interview report - Postdoctoral Research Fellow and PhD Research Fellow |
| Send interview report to the Head of Office. The Head of Office ensures that the Head of Department submits a recommendation and that the case is sent to the Recruitment Services for further processing. |
Head of Department/Head of Office
The Head of Department is the recommending authority and is responsible for appointing the Interview Committee and ensuring that the Interview Committee carries out the interview process. Relevant activities can be found in the checklist below. The tasks are often divided between the Head of Department and the Head of Office.
| Activity | Link to supplementary information |
|
Appoint Interview Committee. Both genders should be represented. |
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Review the ‘Interview Committee Checklist’ with the committee. |
|
|
Clarify role allocation in the interview process with the Interview Committee – who does what. |
|
|
Set the timeframe for the interview process. |
. |
Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - academic positions |
| Committee conducts preparatory meeting. | |
| Familiarise oneself with the rules for conducting an interview. | The Interview Committee's mandate |
| Manage interviews, any sample lectures or other samples of work. | |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | Interview guide Researcher and Postdoctoral Research Fellow |
| Clarify roles within the Interview Committee regarding interviews/trial lectures, etc. | |
| If applicable, conduct trial lectures/other samples of work and/or other selection methods. | |
| Conduct interviews. Remember to address things that may be relevant to the working relationship (expectations, practical matters, attendance requirements, etc.). See the interview guide above for a more comprehensive overview. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian, may also be written in English. | About the interview report - Postdoctoral Research Fellow and PhD Research Fellow |
| Send interview report to the Head of Office. The Head of Office ensures that the Head of Department submits a recommendation and that the case is sent to the Recruitment Services for further processing. |
PhD Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
The Head of Department is the recommending authority and is responsible for appointing the Interview Committee and ensuring that the Interview Committee carries out the interview process. Relevant activities can be found in the checklist below. The tasks are often divided between the Head of Department and the Head of Office.
| Activity | Link to supplementary information |
|
Appoint Interview Committee and chairperson of the committee if the committee is not to be the same as the Evalution Committee. Both genders should be represented. |
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Review the ‘Interview Committee Checklist’ with the committee. |
|
|
Clarify role allocation in the interview process with the Academic Staff – who does what. |
|
|
Set the timeframe for the interview process. |
Rediger ressurser-underkapittel
Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - academic positions |
| Ensure that the candidates to be interviewed have been assessed eligible for admission. If the candidates have not yet been assessed, please take this into consideration before conducting interviews. | |
| Committee conducts preparatory meeting. | |
| Familiarise oneself with the rules for conducting an interview. | The Interview Committee's mandate |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | Interview guide PhD Fellow |
| Manage interviews. | |
| Clarify roles within the Interview Committee regarding interviews. | |
| If relevant, conduct other selection methods. | |
| Conduct interviews. Remember to address things that may be relevant to the working relationship (expectations, practical matters, attendance requirements, etc.). See the interview guide above for a more comprehensive overview. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian, may also be written in English. | About the interview report - Postdoctoral Research Fellow and PhD Research Fellow |
| Send interview report to the Head of Office. The Head of Office ensures that the Head of Department submits a recommendation and that the case is sent to the Recruitment Services for further processing. |
Head of Department/Head of Office
The Head of Department is the recommending authority and is responsible for appointing the Interview Committee and ensuring that the Interview Committee carries out the interview process. Relevant activities can be found in the checklist below. The tasks are often divided between the Head of Department and the Head of Office.
| Activity | Link to supplementary information |
|
Appoint Interview Committee and chairperson of the committee if the committee is not to be the same as the Evalution Committee. Both genders should be represented. |
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Review the ‘Interview Committee Checklist’ with the committee. |
|
|
Clarify role allocation in the interview process with the Academic Staff – who does what. |
|
|
Set the timeframe for the interview process. |
Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - academic positions |
| Ensure that the candidates to be interviewed have been assessed eligible for admission. If the candidates have not yet been assessed, please take this into consideration before conducting interviews. | |
| Committee conducts preparatory meeting. | |
| Familiarise oneself with the rules for conducting an interview. | The Interview Committee's mandate |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | Interview guide PhD Fellow |
| Manage interviews. | |
| Clarify roles within the Interview Committee regarding interviews. | |
| If relevant, conduct other selection methods. | |
| Conduct interviews. Remember to address things that may be relevant to the working relationship (expectations, practical matters, attendance requirements, etc.). See the interview guide above for a more comprehensive overview. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian, may also be written in English. | About the interview report - Postdoctoral Research Fellow and PhD Research Fellow |
| Send interview report to the Head of Office. The Head of Office ensures that the Head of Department submits a recommendation and that the case is sent to the Recruitment Services for further processing. |
Technical/Administrative Positions
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department
The recommending authority is responsible for appointing the assessment and interview committees, and ensuring that the committee carries out the interview process. Below is a checklist for individuals who have a role in the process.
| Activity | Link to supplementary information |
|
If a person with an external preferential right/redundancy certificate has applied, assess whether the candidate meets the conditions and therefore should be appointed. If you are going to employ the candidate, notify the Recruitment Services to stop the ongoing appointment process. |
Assessment of preferential rights |
|
Appoint Assessment and Interview Committee. Should consist of:
|
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Go through the ‘checklist for assessment and interview committees’ with the committee. |
|
|
Clarify role allocation in the interview process with the Committee – who does what. |
|
|
Set the timeframe for the interview process. |
Rediger ressurser-underkapittel
Assessment and Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Assessment and Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Committee conducts preparatory meeting | |
| Carry out assessment of the applicants. | Guide assessment Technical/Administrative Positions |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - Technical/Adminstrative Positions |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | |
| Manage interviews, and any samples of work. | |
| Clarify roles within the Interview Committee regarding interviews. | |
| If relevant, conduct other selection methods. | |
| Conduct interviews. | |
| Carry out any other relevant selection methods. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian. | Vurderings- og intervjurapport med innstilling |
Head of Department
The recommending authority is responsible for appointing the assessment and interview committees, and ensuring that the committee carries out the interview process. Below is a checklist for individuals who have a role in the process.
| Activity | Link to supplementary information |
|
If a person with an external preferential right/redundancy certificate has applied, assess whether the candidate meets the conditions and therefore should be appointed. If you are going to employ the candidate, notify the Recruitment Services to stop the ongoing appointment process. |
Assessment of preferential rights |
|
Appoint Assessment and Interview Committee. Should consist of:
|
|
|
Send committee information to the Recruitment Services, which gives members access to the position at Jobbnorge. |
|
|
Give the committee an introduction to the mandate, regulations, template use, etc. Go through the ‘checklist for assessment and interview committees’ with the committee. |
|
|
Clarify role allocation in the interview process with the Committee – who does what. |
|
|
Set the timeframe for the interview process. |
Assessment and Interview Committee
In the checklist below, you will find activities that we recommend should be carried out in order to achieve a good interview process.
| Activity | Link to supplementary information |
| Members of the Assessment and Interview Committee must assess their own impartiality. | Checklist - conflict of interest |
| Committee conducts preparatory meeting | |
| Carry out assessment of the applicants. | Guide assessment Technical/Administrative Positions |
| Select candidates for interview, possibly in consultation with the recommending authority. If there are qualified applicants with an immigrant background, gaps in CVs or disabilities, at least one from each group must be called for an interview. | Selection for interview - Technical/Adminstrative Positions |
| Prepare an interview guide based on the announcement text. Use the guide prepared by the Recruitment Services as a starting point. | |
| Manage interviews, and any samples of work. | |
| Clarify roles within the Interview Committee regarding interviews. | |
| If relevant, conduct other selection methods. | |
| Conduct interviews. | |
| Carry out any other relevant selection methods. | |
| Assess the need for a second interview. | |
| Rank the applicants. It is important that everyone gives their opinion, so make sure there is enough time for discussion after the interviews and other selection methods have been completed. | |
| Obtain a minimum of two references per ranked applicant. Remember to clarify the references during the interview. | |
| Write an interview report. The interview report is for internal use. The report should preferably be written in Norwegian. | Vurderings- og intervjurapport med innstilling |
Below are checklists for nomination, adapted to position category and role.
Faculties, departments and other units may be organised different internally, and tasks may be delegated to roles and functions other than those mentioned here. By "units," we refer to faculties, departments, and other components of the organizational structure at UiT.
Teaching and Researching Positions
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
The Head of Department is the recommending authority. Some of the activities in the checklist may be delegated to other functions.
| Activity | Link to supplementary information |
| If relevant, assess own impartiality and any need for acting Head of Department. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use preferential treatment when ranking candidates. | Preferential treatment - nomination |
| If relevant, apply moderate gender quota: If two or more applicants are found to be equally qualified (approximately), females are to be ranked above males. |
Moderate gender quotas |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| If any of the nominated candidates do not meet the requirement for Scandinavian/Norwegian at a minimum B2 level, specify that this must be fulfilled within three years (unless higher requirements were stated in the job announcement). | |
| Specify if any of the recommended candidates must document educational competence within two years, in accordance with the assessment committee’s assessment. | |
|
Specify if any of the recommended candidates are to be employed based on qualification conditions. |
|
| Specify if there are any other employment conditions in relation to the announcement text. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| Assess and specify the salary that will be offered to the highest ranked candidate. | |
| Use the recommendation template in Elements, fill in the required information, and send as an internal memo with follow-up to the Recruitment Service (SREK) with the interview memo attached. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Rediger ressurser-underkapittel
Interview Committee
The Interview Committee’s mandate is to provide a proposal for nomination. The Head of Department is the recommending authority.
Head of Department/Head of Office
The Head of Department is the recommending authority. Some of the activities in the checklist may be delegated to other functions.
| Activity | Link to supplementary information |
| If relevant, assess own impartiality and any need for acting Head of Department. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use preferential treatment when ranking candidates. | Preferential treatment - nomination |
| If relevant, apply moderate gender quota: If two or more applicants are found to be equally qualified (approximately), females are to be ranked above males. |
Moderate gender quotas |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| If any of the nominated candidates do not meet the requirement for Scandinavian/Norwegian at a minimum B2 level, specify that this must be fulfilled within three years (unless higher requirements were stated in the job announcement). | |
| Specify if any of the recommended candidates must document educational competence within two years, in accordance with the assessment committee’s assessment. | |
|
Specify if any of the recommended candidates are to be employed based on qualification conditions. |
|
| Specify if there are any other employment conditions in relation to the announcement text. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| Assess and specify the salary that will be offered to the highest ranked candidate. | |
| Use the recommendation template in Elements, fill in the required information, and send as an internal memo with follow-up to the Recruitment Service (SREK) with the interview memo attached. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Interview Committee
The Interview Committee’s mandate is to provide a proposal for nomination. The Head of Department is the recommending authority.
Researcher
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
The Head of Department is the recommending authority. Some of the activities in the checklist may be delegated to other functions.
| Activity | Link to supplementary information |
| If relevant, assess own impartiality and any need for acting Head of Department. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use preferential treatment when ranking candidates. | Preferential treatment - nomination |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| Specify if there are to be any employment conditions, e.g. conditions regarding the documentation of completed degree prior to appointment. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| Assess and specify the salary that will be offered to the highest ranked candidate. | |
| Use the recommendation template in Elements, fill in the required information, and send as an N-memo with follow-up to the Recruitment Service (SREK) with the interview memo attached. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Rediger ressurser-underkapittel
Interview Committee
The Interview Committee’s mandate is to provide a proposal for nomination. The Head of Department is the recommending authority.
Head of Department/Head of Office
The Head of Department is the recommending authority. Some of the activities in the checklist may be delegated to other functions.
| Activity | Link to supplementary information |
| If relevant, assess own impartiality and any need for acting Head of Department. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use preferential treatment when ranking candidates. | Preferential treatment - nomination |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| Specify if there are to be any employment conditions, e.g. conditions regarding the documentation of completed degree prior to appointment. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| Assess and specify the salary that will be offered to the highest ranked candidate. | |
| Use the recommendation template in Elements, fill in the required information, and send as an N-memo with follow-up to the Recruitment Service (SREK) with the interview memo attached. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Interview Committee
The Interview Committee’s mandate is to provide a proposal for nomination. The Head of Department is the recommending authority.
Postdoctoral Research Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
The Head of Department is the recommending authority. Some of the activities in the checklist may be delegated to other functions.
| Activity | Link to supplementary information |
| If relevant, assess own impartiality and any need for acting Head of Department. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use preferantial treatment when ranking candidates. | Preferential treatment - nomination |
| If relevant, apply moderate gender quota: If two or more applicants are found to be equally qualified (approximately), females are to be ranked above males. |
Moderate gender quotas |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| Specify if there are to be any employment conditions, e.g. conditions regarding the documentation of completed degree prior to appointment. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| Assess and specify the salary that will be offered to the highest ranked candidate. | |
| Use the recommendation template in Elements, fill in the required information, and send as an internal memo with follow-up to the Recruitment Service (SREK) with the interview memo attached. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Rediger ressurser-underkapittel
Interview Committee
The Interview Committee’s mandate is to provide a proposal for nomination. The Head of Department is the recommending authority.
Head of Department/Head of Office
The Head of Department is the recommending authority. Some of the activities in the checklist may be delegated to other functions.
| Activity | Link to supplementary information |
| If relevant, assess own impartiality and any need for acting Head of Department. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use preferantial treatment when ranking candidates. | Preferential treatment - nomination |
| If relevant, apply moderate gender quota: If two or more applicants are found to be equally qualified (approximately), females are to be ranked above males. |
Moderate gender quotas |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| Specify if there are to be any employment conditions, e.g. conditions regarding the documentation of completed degree prior to appointment. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| Assess and specify the salary that will be offered to the highest ranked candidate. | |
| Use the recommendation template in Elements, fill in the required information, and send as an internal memo with follow-up to the Recruitment Service (SREK) with the interview memo attached. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Interview Committee
The Interview Committee’s mandate is to provide a proposal for nomination. The Head of Department is the recommending authority.
PhD Fellow
What is your role in the process?
Rediger ressurser-underkapittel
Head of Department/Head of Office
The Head of Department is the recommending authority. Some of the activities in the checklist may be delegated to other functions.
| Activity | Link to supplementary information |
| If relevant, assess own impartiality and any need for acting Head of Department. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use preferantial treatment when ranking candidates. | Preferential treatment - nomination |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| Specify if there are to be any employment conditions, e.g. conditions regarding the documentation of completed degree prior to appointment. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| The minimum salary for research fellows is determined by the main collective agreements. For the period from May 1, 2024, to April 30, 2026, the minimum salary for research fellows is set at NOK 550,800. In cases of exceptions to this level, an assessment must be made, and the salary to be offered to the nominated candidate must be specified. | |
| Use the recommendation template in Elements, fill in the required information, and send as an internal memo with follow-up to the Recruitment Service (SREK) with the interview memo attached. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Rediger ressurser-underkapittel
Interview Committee
The Interview Committee’s mandate is to provide a proposal for recommendation. The Head of Department is the recommending authority.
Head of Department/Head of Office
The Head of Department is the recommending authority. Some of the activities in the checklist may be delegated to other functions.
| Activity | Link to supplementary information |
| If relevant, assess own impartiality and any need for acting Head of Department. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use preferantial treatment when ranking candidates. | Preferential treatment - nomination |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| Specify if there are to be any employment conditions, e.g. conditions regarding the documentation of completed degree prior to appointment. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| The minimum salary for research fellows is determined by the main collective agreements. For the period from May 1, 2024, to April 30, 2026, the minimum salary for research fellows is set at NOK 550,800. In cases of exceptions to this level, an assessment must be made, and the salary to be offered to the nominated candidate must be specified. | |
| Use the recommendation template in Elements, fill in the required information, and send as an internal memo with follow-up to the Recruitment Service (SREK) with the interview memo attached. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Interview Committee
The Interview Committee’s mandate is to provide a proposal for recommendation. The Head of Department is the recommending authority.
Technical/Administrative Positions
What is your role in the process?
Rediger ressurser-underkapittel
Director of Department/Head of Department/Head of Office/Head of Section
| Activity | Link to supplementary information |
| If relevant, assess own impartiality. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use positive special treatment in the ranking. | Preferential treatment - nomination |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| If the position has been announced with multiple codes, assess which job code will apply to recommended candidates. | |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| Specify if there are to be any employment conditions. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| Write the recommendation on the first page of the assessment and interview reports. Send as an internal memo with follow-up to the Recruitment Service (SREK). | |
| Assess the salary that will be offered to the highest ranked candidate. Inform the Recruitment Service. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Rediger ressurser-underkapittel
Evalution and Interview Committee
The Evaluation and Interview Committee’s mandate is to provide a proposal for nomination. The immediate formal manager is the recommending authority.
Director of Department/Head of Department/Head of Office/Head of Section
| Activity | Link to supplementary information |
| If relevant, assess own impartiality. | Checklist - conflict of interest |
|
Assess the Interview Committee’s assessment and ranking. In particular, look at:
|
|
| Check that the Interview Committee has conducted reference interviews, preferably at least two. | |
| Check that interviews have been conducted with qualified applicants who have stated an immigrant background, gaps in their CV or a disability (at least one from each group). | Preferential treatment - interview |
| Applicants with gaps in their CV or disabilities may be appointed if they are approximately as well qualified as the best qualified applicant. Assess whether to use positive special treatment in the ranking. | Preferential treatment - nomination |
| Make a written recommendation where at least three qualified applicants should be ranked. | Template for the nomination (text is pending) |
| If the position has been announced with multiple codes, assess which job code will apply to recommended candidates. | |
| As a general rule, probationary periods apply. If relevant, assess and specify exceptions. | Provisions regarding probation period |
| Specify if there are to be any employment conditions. | |
| Assess and specify what will happen to the position if none of the recommended candidates accept an offer. Should the position be re-announced, or should a new assessment be conducted? | |
| Write the recommendation on the first page of the assessment and interview reports. Send as an internal memo with follow-up to the Recruitment Service (SREK). | |
| Assess the salary that will be offered to the highest ranked candidate. Inform the Recruitment Service. | |
| Inform the recommended candidates of the recommendation and further process, especially if the process is taking a long time. This is to maintain the applicants’ interest in the position. |
Evalution and Interview Committee
The Evaluation and Interview Committee’s mandate is to provide a proposal for nomination. The immediate formal manager is the recommending authority.
A two-step process applies regarding employment in the civil service: nomination and decision. The recommending authority, which is the direct manager associated with the position, gives their nomination to the appointing authority regarding who should be appointed to the position. Go to stage 5 - Nomination for the checklist on what a nomination should contain.
Appointment decision
UiT employs people in two position categories:
- teaching, research and education positions
- technical/administrative positions (includes all librarian positions)
For teaching, research and education positions, the appointing authority is an appointments committee established at each individual faculty, alternatively the faculty board itself.
For technical/administrative positions, the appointing authority is a joint Appointments Council for UiT as a whole.
The committees/council have decision meetings on Tuesday every two weeks, according to the scheduled meeting plan in the meeting portal. Notices of meetings including case documents must be available to the appointing authority six days before the decision meetings. The Recruitment Service writes the case documents, ensures that questions/objections are answered as soon as possible and follows up on decisions.
Once the Appointment Board has approved an appointment, the Recruitment Services will follow up the process in collaboration with the unit in question.
The unit is responsible for:
- clarifying salary offers with the faculty administration (if not done at the time of nomination)
- clarifying the possibility of new salary offers or change in conditions if the candidate requests a pay demand or other requirements
- answering questions from candidates in connection with the evaluation of offers
- clarifying the start date when the candidate has accepted an offer. We encourage the unit to contact the candidate for this clarification and to answer any other questions that the candidate might have
- If applicable, assess to what extent the candidate should be required to be present on campus. If the candidate is to work partially from home or from abroad, a remote work agreement must be established. You can find more information about remote work here.
- informing the Recruitment Services as soon as possible about the clarifications made
- welcoming the employee and ensuring that the office, keys and accesses are ready.
We encourage the unit to inform candidates who have been interviewed about the status of the process up until the point a candidate accepts an offer, especially if the process is taking longer than expected.
The Recruitment Services is responsible for:
- preparing offers and ensuring that the approval authority at the unit signs the offer
- sending the offer to the candidate
- maintaining dialogue with the unit if clarifications are required
- coordinating any salary negotiations
- following up candidates from countries outside the EU/EEA in the application regarding residence; residence permit must be documented before the work contract
- preparing the employment contract and ensuring that the approval authority at the unit provides a signature sending the employment contract to the candidate, and ensuring that the candidate signs the contract
- creating a personnel file for the candidate, and archiving the application with attachments and the signed workcontract
- informing the other applicants that the position has been filled.
The general rule is that civil service positions must be announced. Exceptions can be made in some cases depending on the type of position concerned and other circumstances regarding the specific position.
Below is information and checklists for the different types of appointments without announcement.
Teaching and Researching Positions
What type of appointment is involved?
Rediger ressurser-underkapittel
Administrative appointment for a period of up to six months
The general rule is that vacant civil service positions must be announced. Exceptions may be made for positions that are for a period of up to six months. Requirements for temporary employment must be met.
Appointment decisions are made by the Head of Department or Dean, depending on organisation at the faculty.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person approving the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for more than six months. If so, the position must be announced. An announcement does not need to be made in the following cases:
Contact the Recruitment Services for advice. |
Stage 1 - Before Announcement |
| Assess position title/occupational code. | Local Salary Policy for UiT |
| If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or work percentage. | Work from home/Remote work |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. Obtain contact information for references. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Appointment | |
| The Head of Department must approve the appointment in writing. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Send the order form to the Recruitment Services (SREK) in Elements or TopDesk. |
Rediger ressurser-underkapittel
Administrative appointment for a period of 6-12 months
The general rule is that vacant civil service positions must be announced. Exceptions can be made for positions that are for a period of 6-12 months if the ordinary appointments process cannot be carried out without significant inconvenience for the unit. In addition, requirements for temporary employment must be met.
The Head of Department recommends the appointment. The Dean or Faculty Director is the appointing authority, depending on the organisation at the individual Faculty.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for a period of more than 12 months. If so, the position must be announced. Contact the Recruitment Services if you need advice. |
Stage 1 - Before Announcement |
| Assess whether the conditions for exemptions from announcement are met: that the ordinary appointment process cannot be carried out without significant inconvenience for the unit. Contact the Recruitment Services if you need advice. | |
| Assess position title/code. | Local Salary Policy for UiT |
| If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or work percentage. | Work from home/Remote work |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. Obtain contact information for references. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Make sure you get approval from the appointing authority, which is the Dean or Faculty Director depending on the organisation at the faculty. Explain why the ordinary appointment process will not be able to be carried out without significant inconvenience for the unit. | |
|
Send the order form for appointments to the Recruitment Services (SREK) in Elements or TopDesk. Attach CV, diploma, any other relevant documentation, position description, assessment, recommendation and approval from the appointing authority to the order form in Elements. |
Rediger ressurser-underkapittel
Direct appointment based on internal funding (additional position)
The general rule is that all internally funded Teaching and Researching Positions must be announced. Exceptions can be made if there are ‘special reasons’.
The University Director has specified that the use of direct appointment based on internal funding must be kept to a minimum, and that it should mainly be used when it is not considered appropriate to announce the position because the recruitment basis is small. Generally speaking, direct appointment based on internal funding is used only for additional positions.
The Head of Department recommends the appointment. The appointment committee is the appointing authority (additional positions).
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
Stage 1 - Before Announcement |
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | |
| Assess position title/code. | Local Salary Policy for UiT |
| If required, consider a different distribution of teaching/R&D ratio than standard. | Guidelines distribution of working hours Teaching and Researching Positions |
|
Assess whether there are ‘special reasons’ for not announcing. A thorough account must be given of
|
|
|
If a man is directly appointed, an account must be given of the measures taken to recruit women to the position. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references, preferably at least two. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| Assess any exemptions from educational competence. | Exemptions from educational competence (pending) |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and other relevant documentation, position description, assessment, interview memo and recommendation. |
Rediger ressurser-underkapittel
Direct appointment based on external funding
The general rule is that all Teaching and Researching Positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The Head of Department recommends the appointment. The appointment committee is the appointing authority.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
Stage 1 - Before Announcement |
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | |
| Assess position title/code. | Local Salary Policy for UiT |
| If applicable: assess if there are any requirements regarding temporary employment. | Temporary employment |
| If required, consider a different distribution of teaching/R&D ratio than standard. | Guidelines distribution of working hours Teaching and Researching Positions |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references, preferably at least two. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| Assess any exemptions from educational competence. | Exemptions from educational competence (pending) |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, assessment, interview memo and recommendation. |
Rediger ressurser-underkapittel
Externally funded, temporary, personally assigned position
The requirement for a position to be considered personal is that the candidate is named in the allocation letter from the funding source.
The Dean or equivalent service authority is the appointing authority.
See the checklist below for activities regarding appointment to this type of position.
| Activity | Link to supplementary information |
| Obtain approval from the Dean or equivalent service authority. | |
| Prepare a position description which includes the position period, work duties, place of work, expectations and benefits associated with the position, and send to the candidate. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Obtain details of full name, date of birth, bank account, citizenship, private email address and private mobile number. | |
| Assess what salary will be offered. | |
| Fill in the fields in Section 1 of the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). | |
| Attach the allocation letter, CV, diploma and assessment to the order form in Elements or TopDesk. |
Administrative appointment for a period of up to six months
The general rule is that vacant civil service positions must be announced. Exceptions may be made for positions that are for a period of up to six months. Requirements for temporary employment must be met.
Appointment decisions are made by the Head of Department or Dean, depending on organisation at the faculty.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person approving the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for more than six months. If so, the position must be announced. An announcement does not need to be made in the following cases:
Contact the Recruitment Services for advice. |
Stage 1 - Before Announcement |
| Assess position title/occupational code. | Local Salary Policy for UiT |
| If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or work percentage. | Work from home/Remote work |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. Obtain contact information for references. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Appointment | |
| The Head of Department must approve the appointment in writing. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Send the order form to the Recruitment Services (SREK) in Elements or TopDesk. |
Administrative appointment for a period of 6-12 months
The general rule is that vacant civil service positions must be announced. Exceptions can be made for positions that are for a period of 6-12 months if the ordinary appointments process cannot be carried out without significant inconvenience for the unit. In addition, requirements for temporary employment must be met.
The Head of Department recommends the appointment. The Dean or Faculty Director is the appointing authority, depending on the organisation at the individual Faculty.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for a period of more than 12 months. If so, the position must be announced. Contact the Recruitment Services if you need advice. |
Stage 1 - Before Announcement |
| Assess whether the conditions for exemptions from announcement are met: that the ordinary appointment process cannot be carried out without significant inconvenience for the unit. Contact the Recruitment Services if you need advice. | |
| Assess position title/code. | Local Salary Policy for UiT |
| If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or work percentage. | Work from home/Remote work |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. Obtain contact information for references. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Make sure you get approval from the appointing authority, which is the Dean or Faculty Director depending on the organisation at the faculty. Explain why the ordinary appointment process will not be able to be carried out without significant inconvenience for the unit. | |
|
Send the order form for appointments to the Recruitment Services (SREK) in Elements or TopDesk. Attach CV, diploma, any other relevant documentation, position description, assessment, recommendation and approval from the appointing authority to the order form in Elements. |
Direct appointment based on internal funding (additional position)
The general rule is that all internally funded Teaching and Researching Positions must be announced. Exceptions can be made if there are ‘special reasons’.
The University Director has specified that the use of direct appointment based on internal funding must be kept to a minimum, and that it should mainly be used when it is not considered appropriate to announce the position because the recruitment basis is small. Generally speaking, direct appointment based on internal funding is used only for additional positions.
The Head of Department recommends the appointment. The appointment committee is the appointing authority (additional positions).
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
Stage 1 - Before Announcement |
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | |
| Assess position title/code. | Local Salary Policy for UiT |
| If required, consider a different distribution of teaching/R&D ratio than standard. | Guidelines distribution of working hours Teaching and Researching Positions |
|
Assess whether there are ‘special reasons’ for not announcing. A thorough account must be given of
|
|
|
If a man is directly appointed, an account must be given of the measures taken to recruit women to the position. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references, preferably at least two. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| Assess any exemptions from educational competence. | Exemptions from educational competence (pending) |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and other relevant documentation, position description, assessment, interview memo and recommendation. |
Direct appointment based on external funding
The general rule is that all Teaching and Researching Positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The Head of Department recommends the appointment. The appointment committee is the appointing authority.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
Stage 1 - Before Announcement |
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | |
| Assess position title/code. | Local Salary Policy for UiT |
| If applicable: assess if there are any requirements regarding temporary employment. | Temporary employment |
| If required, consider a different distribution of teaching/R&D ratio than standard. | Guidelines distribution of working hours Teaching and Researching Positions |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references, preferably at least two. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| Assess any exemptions from educational competence. | Exemptions from educational competence (pending) |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, assessment, interview memo and recommendation. |
Externally funded, temporary, personally assigned position
The requirement for a position to be considered personal is that the candidate is named in the allocation letter from the funding source.
The Dean or equivalent service authority is the appointing authority.
See the checklist below for activities regarding appointment to this type of position.
| Activity | Link to supplementary information |
| Obtain approval from the Dean or equivalent service authority. | |
| Prepare a position description which includes the position period, work duties, place of work, expectations and benefits associated with the position, and send to the candidate. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Obtain details of full name, date of birth, bank account, citizenship, private email address and private mobile number. | |
| Assess what salary will be offered. | |
| Fill in the fields in Section 1 of the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). | |
| Attach the allocation letter, CV, diploma and assessment to the order form in Elements or TopDesk. |
Researcher
What type of appointment is involved?
Rediger ressurser-underkapittel
Appointment for a period of up to six months
The general rule is that vacant civil service positions must be announced. Exceptions may be made for positions that are for a period of up to six months. Requirements for temporary employment must be met.
Appointment decisions are made by the Head of Department or Dean, depending on organisation at the faculty.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person approving the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for more than six months. If so, the position must be announced. An announcement does not need to be made in the following cases:
Contact the Recruitment Services for advice. |
Stage 1 - Before Announcement |
| Assess position title/occupational code. | Local Salary Policy for UiT |
| If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or work percentage. | Work from home/Remote work |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Appointment | |
| The Head of Department must approve the appointment in writing. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. |
Rediger ressurser-underkapittel
Appointment for a period of 6-12 months
The general rule is that vacant civil service positions must be announced. Exceptions can be made for positions that are for a period of 6-12 months if the ordinary appointments process cannot be carried out without significant inconvenience for the unit. In addition, requirements for temporary employment must be met.
The Head of Department recommends the appointment. The Dean or Faculty Director is the appointing authority, depending on the organisation at the individual Faculty.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for a period of more than 12 months. If so, the position must be announced. Contact the Recruitment Services if you need advice. |
Stage 1 - Before Announcement |
| Assess whether the conditions for exemptions from announcement are met: that the ordinary appointment process cannot be carried out without significant inconvenience for the unit. Contact the Recruitment Services if you need advice. | |
| Assess position title/code. | Local Salary Policy for UiT |
| If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or work percentage. | Work from home/Remote work |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Make sure you get approval from the appointing authority, which is the Dean or Faculty Director depending on the organisation at the faculty. Explain why the ordinary appointment process will not be able to be carried out without significant inconvenience for the unit. | |
|
Send the order form for appointments to the Recruitment Services (SREK) in Elements or TopDesk. Attach CV, diploma, any other relevant documentation, position description, assessment, recommendation and approval from the appointing authority to the order form in Elements. |
Rediger ressurser-underkapittel
Direct appointment based on external funding
The general rule is that all vacant civil service positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The Head of Department recommends the appointment. The appointment committee is the appointing authority.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
|
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | Stage 1 - Before Announcement |
| If relevant: Check if there are any requirements regarding temporary employment. | Temporary employment |
| Assess position title/code. | Local Salary Policy for UiT |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, assessment, interview memo and recommendation. |
Rediger ressurser-underkapittel
Externally funded, temporary, personally assigned position
The requirement for a position to be considered personal is that the candidate is named in the allocation letter from the funding source.
The Dean or equivalent service authority is the appointing authority.
See the checklist below for activities regarding appointment to this type of position.
| Activity | Link to supplementary information |
| Obtain approval from the Dean or equivalent service authority. | |
| Prepare a position description which includes the position period, work duties, place of work, expectations and benefits associated with the position, and send to the candidate. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Assessment. | |
| Obtain details of full name, date of birth, bank account, citizenship, private email address and private mobile number. | |
| Assess what salary will be offered. | |
| Fill in the fields in Section 1 of the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). | |
| Attach the allocation letter, CV, diploma and assessment to the order form in Elements or TopDesk. |
Appointment for a period of up to six months
The general rule is that vacant civil service positions must be announced. Exceptions may be made for positions that are for a period of up to six months. Requirements for temporary employment must be met.
Appointment decisions are made by the Head of Department or Dean, depending on organisation at the faculty.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person approving the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for more than six months. If so, the position must be announced. An announcement does not need to be made in the following cases:
Contact the Recruitment Services for advice. |
Stage 1 - Before Announcement |
| Assess position title/occupational code. | Local Salary Policy for UiT |
| If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or work percentage. | Work from home/Remote work |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Appointment | |
| The Head of Department must approve the appointment in writing. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. |
Appointment for a period of 6-12 months
The general rule is that vacant civil service positions must be announced. Exceptions can be made for positions that are for a period of 6-12 months if the ordinary appointments process cannot be carried out without significant inconvenience for the unit. In addition, requirements for temporary employment must be met.
The Head of Department recommends the appointment. The Dean or Faculty Director is the appointing authority, depending on the organisation at the individual Faculty.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for a period of more than 12 months. If so, the position must be announced. Contact the Recruitment Services if you need advice. |
Stage 1 - Before Announcement |
| Assess whether the conditions for exemptions from announcement are met: that the ordinary appointment process cannot be carried out without significant inconvenience for the unit. Contact the Recruitment Services if you need advice. | |
| Assess position title/code. | Local Salary Policy for UiT |
| If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or work percentage. | Work from home/Remote work |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Make sure you get approval from the appointing authority, which is the Dean or Faculty Director depending on the organisation at the faculty. Explain why the ordinary appointment process will not be able to be carried out without significant inconvenience for the unit. | |
|
Send the order form for appointments to the Recruitment Services (SREK) in Elements or TopDesk. Attach CV, diploma, any other relevant documentation, position description, assessment, recommendation and approval from the appointing authority to the order form in Elements. |
Direct appointment based on external funding
The general rule is that all vacant civil service positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The Head of Department recommends the appointment. The appointment committee is the appointing authority.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
|
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | Stage 1 - Before Announcement |
| If relevant: Check if there are any requirements regarding temporary employment. | Temporary employment |
| Assess position title/code. | Local Salary Policy for UiT |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, assessment, interview memo and recommendation. |
Externally funded, temporary, personally assigned position
The requirement for a position to be considered personal is that the candidate is named in the allocation letter from the funding source.
The Dean or equivalent service authority is the appointing authority.
See the checklist below for activities regarding appointment to this type of position.
| Activity | Link to supplementary information |
| Obtain approval from the Dean or equivalent service authority. | |
| Prepare a position description which includes the position period, work duties, place of work, expectations and benefits associated with the position, and send to the candidate. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Assessment. | |
| Obtain details of full name, date of birth, bank account, citizenship, private email address and private mobile number. | |
| Assess what salary will be offered. | |
| Fill in the fields in Section 1 of the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). | |
| Attach the allocation letter, CV, diploma and assessment to the order form in Elements or TopDesk. |
Postdoctoral Research Fellow
What type of appointment is involved?
Rediger ressurser-underkapittel
Direct appointment based on external funding
The general rule is that all vacant civil service positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The Head of Department recommends the appointment. The appointment committee is the appointing authority.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
|
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | Stage 1 - Before Announcement |
| Assess whether there is a need for teaching, supervision or other required duties at the unit. Required duties may be assigned to the position if the unit finances this. | |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview. Clarify salary expectations with the candidate. | |
| Complete reference interviews | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, assessment, interview memo and recommendation. |
Rediger ressurser-underkapittel
Externally funded, temporary, personally assigned position
The requirement for a position to be considered personal is that the candidate is named in the allocation letter from the funding source.
The Dean or equivalent service authority is the appointing authority.
See the checklist below for activities regarding appointment to this type of position.
| Activity | Link to supplementary information |
| Obtain approval from the Dean or equivalent service authority. | |
| Prepare a position description which includes the position period, work duties, place of work, expectations and benefits associated with the position, and send to the candidate. Involve the academic staff if necessary. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Assessment. | |
| Obtain details of full name, date of birth, bank account, citizenship, private email address and private mobile number. | |
| Assess what salary will be offered. | |
| Fill in the fields in Section 1 of the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). | |
| Attach the allocation letter, CV, diploma and assessment to the order form in Elements or TopDesk. |
Direct appointment based on external funding
The general rule is that all vacant civil service positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The Head of Department recommends the appointment. The appointment committee is the appointing authority.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
|
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | Stage 1 - Before Announcement |
| Assess whether there is a need for teaching, supervision or other required duties at the unit. Required duties may be assigned to the position if the unit finances this. | |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview. Clarify salary expectations with the candidate. | |
| Complete reference interviews | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, assessment, interview memo and recommendation. |
Externally funded, temporary, personally assigned position
The requirement for a position to be considered personal is that the candidate is named in the allocation letter from the funding source.
The Dean or equivalent service authority is the appointing authority.
See the checklist below for activities regarding appointment to this type of position.
| Activity | Link to supplementary information |
| Obtain approval from the Dean or equivalent service authority. | |
| Prepare a position description which includes the position period, work duties, place of work, expectations and benefits associated with the position, and send to the candidate. Involve the academic staff if necessary. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| Assessment. | |
| Obtain details of full name, date of birth, bank account, citizenship, private email address and private mobile number. | |
| Assess what salary will be offered. | |
| Fill in the fields in Section 1 of the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). | |
| Attach the allocation letter, CV, diploma and assessment to the order form in Elements or TopDesk. |
PhD Fellow
What type of appointment is involved?
Rediger ressurser-underkapittel
Direct appointment based on external funding
The general rule is that all vacant civil service positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The Head of Department recommends the appointment. The appointment committee is the appointing authority.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
|
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | Stage 1 - Before Announcement |
| Assess whether there is a need for teaching, supervision or other required duties at the unit. Required duties may be assigned to the position if the unit finances this. | |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| An assessment must be made as to whether the candidate is qualified for admission to the faculty’s PhD programme. Contact the case officer at the Recruitment Services who manages this. | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview. Clarify salary expectations with the candidate. | |
| Complete reference interview. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, assessment, interview memo and recommendation. |
Rediger ressurser-underkapittel
Externally funded, temporary, personally assigned position
The requirement for a position to be considered personal is that the candidate is named in the allocation letter from the funding source.
The Dean or equivalent service authority is the appointing authority.
See the checklist below for activities regarding appointment to this type of position.
| Activity | Link to supplementary information |
| Obtain approval from the Dean or equivalent service authority. | |
| Prepare a position description which includes the position period, work duties, place of work, expectations and benefits associated with the position, and send to the candidate. Involve the academic staff if necessary. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| An assessment must be made as to whether the candidate is qualified for admission to the faculty’s PhD programme. Contact the case officer at the Recruitment Services who manages this, or an admission assessment can be made after the order form has been sent. | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Obtain details of full name, date of birth, bank account, citizenship, private email address and private mobile number. | |
| Assess what salary will be offered. | |
| Fill in the fields in Section 1 of the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). | |
| Attach the allocation letter, CV, diploma and assessment to the order form in Elements or TopDesk. |
Direct appointment based on external funding
The general rule is that all vacant civil service positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The Head of Department recommends the appointment. The appointment committee is the appointing authority.
See the checklist below for activities that must be carried out by the person facilitating the appointment, and the person recommending the appointment. This is often a collaboration between the Head of Office and the Head of Department.
| Activity | Link to supplementary information |
| Preparation | |
|
Involve the academic staff if necessary. |
|
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | Stage 1 - Before Announcement |
| Assess whether there is a need for teaching, supervision or other required duties at the unit. Required duties may be assigned to the position if the unit finances this. | |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description based on the relevant points above. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Inform that you will carry out academic assessments and interviews, and that the appointment committee must approve the employment. | |
| Assessment and interview | |
| An assessment must be made as to whether the candidate is qualified for admission to the faculty’s PhD programme. Contact the case officer at the Recruitment Services who manages this. | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Conduct interview. Clarify salary expectations with the candidate. | |
| Complete reference interview. | |
| Recommendation and appointment | |
| The Head of Department must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess any other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, assessment, interview memo and recommendation. |
Externally funded, temporary, personally assigned position
The requirement for a position to be considered personal is that the candidate is named in the allocation letter from the funding source.
The Dean or equivalent service authority is the appointing authority.
See the checklist below for activities regarding appointment to this type of position.
| Activity | Link to supplementary information |
| Obtain approval from the Dean or equivalent service authority. | |
| Prepare a position description which includes the position period, work duties, place of work, expectations and benefits associated with the position, and send to the candidate. Involve the academic staff if necessary. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. | |
| An assessment must be made as to whether the candidate is qualified for admission to the faculty’s PhD programme. Contact the case officer at the Recruitment Services who manages this, or an admission assessment can be made after the order form has been sent. | |
| Assessment. | Assessment of academic qualifications - Employment without Public Announcement |
| Obtain details of full name, date of birth, bank account, citizenship, private email address and private mobile number. | |
| Assess what salary will be offered. | |
| Fill in the fields in Section 1 of the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). | |
| Attach the allocation letter, CV, diploma and assessment to the order form in Elements or TopDesk. |
Technical/Administrative Positions
What type of appointment is involved?
Rediger ressurser-underkapittel
Appointment for a period of up to six months
The general rule is that vacant civil service positions must be announced. Exceptions may be made for positions that are for a period of up to six months. Requirements for temporary employment must be met.
Appointment decisions are made by the University Director/Department Director/Dean/Faculty Director/Head of Department/Head of Section depending on the organisation at each unit.
See the checklist below for activities that neeed to be dont by the person facilitating the appointment, and/or the person approving the appointment.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for more than six months. If so, the position must be announced. An announcement does not need to be made in the following cases:
Contact the Recruitment Services for advice. |
Stage 1 - Before Announcement |
| Assess position title/code. | Local Salary Policy for UiT |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. Obtain contact information for references. | |
| Interview and referance check | |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Appointment | |
|
The University Director/Department Director/Dean/Faculty Director/Head of Department/Head of Section must approve the appointment in writing. |
|
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Send the order form to the Recruitment Services (SREK) in Elements or TopDesk. Attach CV, diploma and any other documentation. |
Rediger ressurser-underkapittel
Appointment for a period of 6-12 months
The general rule is that vacant civil service positions must be announced. Exceptions can be made for positions that are for a period of 6-12 months if the ordinary appointments process cannot be carried out without significant inconvenience for the unit. Requirements for temporary employment must be met.
The immediate manager makes a recommendation and the University Director/Department Director/Dean/Faculty Director is the appointing authority.
See the checklist below for activities that need to be done by the person facilitating the appointment and/or recommending the appointment.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for a period of more than 12 months. If so, the position must be announced. Contact the Recruitment Services if you need advice. |
Stage 1 - Before Announcement |
| Assess whether the conditions for exemptions from announcement are met: that the ordinary appointment process cannot be carried out without significant inconvenience for the unit. Contact the Recruitment Services if you need advice. | |
| Assess position title/code. | Local Salary Policy for UiT |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and any other documentation. | |
| Obtain contact information for references. | |
| Interview and reference check | |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Appointment | |
| The immediate manager must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Make sure you get approval from the appointing authority, which is the University Director/Department Director/Dean/Faculty Director depending on the organisation at the faculty. Explain why the ordinary appointment process will not be able to be carried out without significant inconvenience for the unit. | |
|
Send the order form for appointments to the Recruitment Services (SREK) in Elements or TopDesk. Attach CV, diploma and any other documentation, any interview memo and recommendation. |
Rediger ressurser-underkapittel
Direct appointment based on external funding
The general rule is that all positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The immediate manager recommends the appointment. The Appointment Council has the appointing authority.
See the checklist below for activities that need to be done by the person facilitating the appointment and/or recommending the appointment.
| Activity | Link to supplementary information |
| Preparation | |
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | Stage 1 - Before Announcement |
|
If relevant: Check if there are any requirements regarding temporary employment. |
Temporary employment |
|
Assess position title/code. |
Local Salary Policy for UiT |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and any other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Interview and reference check | |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check reference(s). | |
| Appointment | |
| The immediate manager must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| If applicable, assess other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, interview memo and recommendation. |
Appointment for a period of up to six months
The general rule is that vacant civil service positions must be announced. Exceptions may be made for positions that are for a period of up to six months. Requirements for temporary employment must be met.
Appointment decisions are made by the University Director/Department Director/Dean/Faculty Director/Head of Department/Head of Section depending on the organisation at each unit.
See the checklist below for activities that neeed to be dont by the person facilitating the appointment, and/or the person approving the appointment.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for more than six months. If so, the position must be announced. An announcement does not need to be made in the following cases:
Contact the Recruitment Services for advice. |
Stage 1 - Before Announcement |
| Assess position title/code. | Local Salary Policy for UiT |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and other documentation. Obtain contact information for references. | |
| Interview and referance check | |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Appointment | |
|
The University Director/Department Director/Dean/Faculty Director/Head of Department/Head of Section must approve the appointment in writing. |
|
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Send the order form to the Recruitment Services (SREK) in Elements or TopDesk. Attach CV, diploma and any other documentation. |
Appointment for a period of 6-12 months
The general rule is that vacant civil service positions must be announced. Exceptions can be made for positions that are for a period of 6-12 months if the ordinary appointments process cannot be carried out without significant inconvenience for the unit. Requirements for temporary employment must be met.
The immediate manager makes a recommendation and the University Director/Department Director/Dean/Faculty Director is the appointing authority.
See the checklist below for activities that need to be done by the person facilitating the appointment and/or recommending the appointment.
| Activity | Link to supplementary information |
| Preparation | |
| Check if there are any requirements regarding temporary employment. | Temporary employment |
|
Assess whether the need for the position applies for a period of more than 12 months. If so, the position must be announced. Contact the Recruitment Services if you need advice. |
Stage 1 - Before Announcement |
| Assess whether the conditions for exemptions from announcement are met: that the ordinary appointment process cannot be carried out without significant inconvenience for the unit. Contact the Recruitment Services if you need advice. | |
| Assess position title/code. | Local Salary Policy for UiT |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Inform about the position period, work duties, place of work, expectations and benefits associated with the position. | Template - description of position (in Norwegian) |
| Obtain CV, diploma and any other documentation. | |
| Obtain contact information for references. | |
| Interview and reference check | |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check references. | |
| Appointment | |
| The immediate manager must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| Assess what salary will be offered. | |
| Fill in the required information in the order form for appointments in Elements or TopDesk, and submit for approval according to the unit’s internal procedures. | |
| Make sure you get approval from the appointing authority, which is the University Director/Department Director/Dean/Faculty Director depending on the organisation at the faculty. Explain why the ordinary appointment process will not be able to be carried out without significant inconvenience for the unit. | |
|
Send the order form for appointments to the Recruitment Services (SREK) in Elements or TopDesk. Attach CV, diploma and any other documentation, any interview memo and recommendation. |
Direct appointment based on external funding
The general rule is that all positions must be announced. Exceptions may be made for externally funded positions. If the unit does not announce an externally funded position, grounds must be given for the assessments that have been made.
The immediate manager recommends the appointment. The Appointment Council has the appointing authority.
See the checklist below for activities that need to be done by the person facilitating the appointment and/or recommending the appointment.
| Activity | Link to supplementary information |
| Preparation | |
| Define the purpose of the position, specify the period of the position, specify the work duties and define the qualification requirements. | Stage 1 - Before Announcement |
|
If relevant: Check if there are any requirements regarding temporary employment. |
Temporary employment |
|
Assess position title/code. |
Local Salary Policy for UiT |
|
Assess the need for direct appointment versus announcement. |
|
|
If applicable, assess the extent to which the employee must be present on campus. If the employee is to work partly from abroad, their presence in Norway must be described in terms of number of days or position percentage. |
Work from home/Remote work |
|
Make a written position description. |
Template - description of position (in Norwegian) |
| Communication with the candidate | |
| Obtain details of full name, date of birth, bank account, citizenship, private email and private mobile number. | |
| Obtain CV, diploma and any other documentation. | |
| Obtain contact information for references, preferably at least two. | |
| Send the position description to the candidate. | |
| Interview and reference check | |
| Conduct interview/conversation. Clarify salary expectations with the candidate. | |
| Check reference(s). | |
| Appointment | |
| The immediate manager must make a written recommendation. | |
| If applicable, assess exemption from probation period. | Provisions regarding probation period |
| If applicable, assess other appointment conditions. | |
| Assess what salary will be offered. | |
|
Fill in the required information in the order form for appointments in Elements or TopDesk and send to the Recruitment Services (SREK). Attach CV, diploma and any other documentation, position description, interview memo and recommendation. |
Here you will find checklists for the prolongation of employment relationships across various job categories. This includes prolongations beyond the normal state retirement age.
For all employment prolongations, it is a requirement that employees who are citizens of countries outside the EU/EEA (and do not hold a permanent residence permit) have valid work and residence permits for the duration of the prolonged period.
Prolongations
The checklists below apply to the prolongation of all positions except for PhD Fellows, Postdoctoral Research Fellows, and additional appointments. These are discussed in separate chapters.
Rediger ressurser-underkapittel
Prolongation of Internally Funded Positions without Announcement
Internally funded appointments without announcement can only be extended with a total employment period of up to 12 months.
| Activity | Link to supplementary information |
|
Assess the likelihood that the position will last over 12 months. If so, it must be announced. Contact the Recruitment Service if you need advice. |
|
|
Check that there is a legal basis for the prolongation of the position. |
Prerequisite for the prolongation of temporary positions |
| Consider whether the prolongation will entail employment protection. Contact the Recruitment Service if you are unsure. | |
| Clarify the prolongation with the employee. Note that there is no opportunity to change salary upon prolongation. | Change of salary for temporary employees |
| If applicable, assess the extent to which the employee must be present on campus. If the employee works partly from abroad, then presence in Norway must be described in number of days or percentage of position. | Work from home/remote work |
| Fill in the necessary information in the prolongation order form in Elements or TopDesk, and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK ) in Elements or TopDesk. |
Rediger ressurser-underkapittel
Prolongation of Internally Funded Announced Positions
Internally funded positions that have been announced can be extended as long as there are funds and a need for the position. There is no limit on how long these can be extended but be aware of the rules on employment protection . Prolongations are processed in the Appointment Board /Employment Council if the total employment period exceeds 12 months.
| Activity |
Link to supplementary information |
| Check that there is a legal basis for the prolongation of the position. | Prerequisite for the Prolongation of temporary positions |
| Explain why the Prolongation is necessary. Provide a thorough and detailed justification for the reason for the prolongation. | |
| Consider whether the prolongation will entail employment protection. Contact the Recruitment Service if you are unsure. | Employment protection |
| Clarify the prolongation with the employee. Note that there is no opportunity to change salary upon prolongation. | |
| If applicable, assess the extent to which the employee must be present on campus. If the employee works partly from abroad, presence in Norway must be described in number of days or percentage of position. | Work from home/remote work |
| Fill in the necessary information in the prolongation order form in Elements or TopDesk and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK) in Elements or TopDesk. |
Rediger ressurser-underkapittel
Prolongation of Externally Funded Positions
Externally funded positions are exempt from the requirement for announcement. Appointments of less than 12 months can be extended administratively, while appointments of more than 12 months must be processed in the Appointment Board/Employment Council.
|
Activity |
Link to supplementary information |
|
Check that there is a legal basis for the Prolongation of the position. |
|
| Explain why the prolongation is necessary. Provide a thorough and detailed justification for the reason for the prolongation. | |
| Consider whether the prolongation will entail employment protection. Contact the Recruitment Service if you are unsure. | |
| Clarify the prolongation with the employee. Note that there is no opportunity to change salary upon prolongation. | |
|
If applicable, assess the extent to which the employee must be present on campus. If the employee works partly from abroad, presence in Norway must be described in number of days or percentage of position. |
Work from home/remote work |
Prolongation of Internally Funded Positions without Announcement
Internally funded appointments without announcement can only be extended with a total employment period of up to 12 months.
| Activity | Link to supplementary information |
|
Assess the likelihood that the position will last over 12 months. If so, it must be announced. Contact the Recruitment Service if you need advice. |
|
|
Check that there is a legal basis for the prolongation of the position. |
Prerequisite for the prolongation of temporary positions |
| Consider whether the prolongation will entail employment protection. Contact the Recruitment Service if you are unsure. | |
| Clarify the prolongation with the employee. Note that there is no opportunity to change salary upon prolongation. | Change of salary for temporary employees |
| If applicable, assess the extent to which the employee must be present on campus. If the employee works partly from abroad, then presence in Norway must be described in number of days or percentage of position. | Work from home/remote work |
| Fill in the necessary information in the prolongation order form in Elements or TopDesk, and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK ) in Elements or TopDesk. |
Prolongation of Internally Funded Announced Positions
Internally funded positions that have been announced can be extended as long as there are funds and a need for the position. There is no limit on how long these can be extended but be aware of the rules on employment protection . Prolongations are processed in the Appointment Board /Employment Council if the total employment period exceeds 12 months.
| Activity |
Link to supplementary information |
| Check that there is a legal basis for the prolongation of the position. | Prerequisite for the Prolongation of temporary positions |
| Explain why the Prolongation is necessary. Provide a thorough and detailed justification for the reason for the prolongation. | |
| Consider whether the prolongation will entail employment protection. Contact the Recruitment Service if you are unsure. | Employment protection |
| Clarify the prolongation with the employee. Note that there is no opportunity to change salary upon prolongation. | |
| If applicable, assess the extent to which the employee must be present on campus. If the employee works partly from abroad, presence in Norway must be described in number of days or percentage of position. | Work from home/remote work |
| Fill in the necessary information in the prolongation order form in Elements or TopDesk and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK) in Elements or TopDesk. |
Prolongation of Externally Funded Positions
Externally funded positions are exempt from the requirement for announcement. Appointments of less than 12 months can be extended administratively, while appointments of more than 12 months must be processed in the Appointment Board/Employment Council.
|
Activity |
Link to supplementary information |
|
Check that there is a legal basis for the Prolongation of the position. |
|
| Explain why the prolongation is necessary. Provide a thorough and detailed justification for the reason for the prolongation. | |
| Consider whether the prolongation will entail employment protection. Contact the Recruitment Service if you are unsure. | |
| Clarify the prolongation with the employee. Note that there is no opportunity to change salary upon prolongation. | |
|
If applicable, assess the extent to which the employee must be present on campus. If the employee works partly from abroad, presence in Norway must be described in number of days or percentage of position. |
Work from home/remote work |
Prolongation of PhD Fellow
It is possible to extend a PhD period in special cases due to circumstances that have been a hindrance to progression. This must not be confused with a postponement of the termination date, which is only relevant in connection with rights-based leaves and is handled by the Section for Pay and HR Services Section (SELP).
| Activity | Link to supplementary information |
|
Assess whether the prerequisite for prolongation is present. |
Prerequisite for the prolongation of PhD Fellow |
|
Explain why the prolongation is necessary. Provide a thorough and detailed justification for the reason for the prolongation. |
|
|
Provide details on the remaining work, indicate if any mandatory duties will be included in the prolongation, and specify the planned date for the PhD defence. |
|
| At the Health Faculty: include a plan for completion of the work, a statement from the PhD supervisor, and documentation for teaching for PhD Fellows with duty work. | |
| If applicable, assess the extent to which the employee must be present for work on campus. If the employee works partly from abroad, presence in Norway must be described in number of days or percentage of position. | Work from home/remote work |
| Fill in the necessary information in the prolongation order form in Elements or TopDesk and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK) in Elements or TopDesk. | |
| The case officer sends out a new employment contract with a copy to the PhD team at the unit. |
Prolongation of Postdoctoral Position
It is possible to extend a postdoctoral position in special cases due to circumstances that have been a hindrance to progression.
| Activity | Link to supplementary information |
| Assess whether the prerequisite for prolongation is present. | Prerequisite for the prolongation of postdoctoral position |
| Be aware that the prolongation must not exceed a total employment period of 4 years. | Employment protection for postdoctoral position |
| Explain why the prolongation is necessary. Provide a thorough and detailed justification for the reason for the prolongation. | |
|
If applicable, assess the extent to which the employee must be present for work on campus. If the employee works partly from abroad, presence in Norway must be described in number of days or percentage of position. |
Work from home/remote work |
| Fill in the necessary information in the prolongation order form in Elements or TopDesk and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK) in Elements or TopDesk. |
Prolongation of Additional Appointments
Additional positions, previously called secondary positions, are positions of up to 20% that an employee can hold in addition to a 100% position with another employer. Prolongations of these are processed in the Appointment Board/Employment Council.
| Activity | Link to supplementary information |
|
Check that there is a legal basis for the prolongation of the position. |
Prerequisite for the prolongation of additional appointments |
|
Explain why the prolongation is necessary. Provide a thorough and detailed justification for the reason for the prolongation. |
|
| Consider whether a salary adjustment is applicable. | |
| Clarify the prolongation with the employee. | |
| Collect an updated CV. | |
| Fill in the necessary information in the prolongation order form in Elements or TopDesk and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK) in Elements or TopDesk. |
Prolongation Beyond the Normal State Retirement Age of 72 Years
The normal retirement age in the public sector is 72 years. Prolongations beyond this are processed in the Appointment Board/Employment Council.
| Activity | Link to supplementary information |
| Check that there is a legal basis for the prolongation of the position. | About prolongation beyond the normal retirement age |
| The employee can apply for a prolongation themselves, or the employer can request this after an agreement with the employee. | |
| Inform the employee that it is their responsibility to check with NAV/SPK whether the employment relationship has consequences for their pension payments. | |
| Fill in the necessary information in the employment order form in Elements or TopDesk and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK) in Elements or TopDesk. |
Change of Employment Percentage
Rediger ressurser-underkapittel
Increase of Employment Percentage
In the case of an increase in employment percentage, the matter will be handled administratively or in the Appointment Board/Employment Council depending on whether it has a duration of up to or over 12 months.
| Activity | Link to supplementary information |
| Check that there is a legal basis for increasing the employment percentage. | Prerequisite for increasing employment percentage |
| Explain why a change is necessary. Provide a thorough and detailed justification for the reason for the change. | |
| Fill in the necessary information in the prolongation order form in Elements or TopDesk and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK) in Elements or TopDesk. |
Rediger ressurser-underkapittel
Reduction of Employment Percentage
If an employee is to have a permanent reduction in employment percentage, they must resign part of their position. For a temporary reduction in employment percentage, partial leave must be applied for in The Norwegian Agency for Public and Financial Management’s (DFØ) self-service portal.
| Activity | Link to supplementary information |
| The employee must submit a resignation for part of their position in DFØ's self-service portal. | |
| The Section for Pay and HR Services Section (SELP) sends out a confirmation of received resignation. |
Increase of Employment Percentage
In the case of an increase in employment percentage, the matter will be handled administratively or in the Appointment Board/Employment Council depending on whether it has a duration of up to or over 12 months.
| Activity | Link to supplementary information |
| Check that there is a legal basis for increasing the employment percentage. | Prerequisite for increasing employment percentage |
| Explain why a change is necessary. Provide a thorough and detailed justification for the reason for the change. | |
| Fill in the necessary information in the prolongation order form in Elements or TopDesk and send it for approval following the unit's internal routines. | |
| Send the order form to the Recruitment Service (SREK) in Elements or TopDesk. |
Reduction of Employment Percentage
If an employee is to have a permanent reduction in employment percentage, they must resign part of their position. For a temporary reduction in employment percentage, partial leave must be applied for in The Norwegian Agency for Public and Financial Management’s (DFØ) self-service portal.
| Activity | Link to supplementary information |
| The employee must submit a resignation for part of their position in DFØ's self-service portal. | |
| The Section for Pay and HR Services Section (SELP) sends out a confirmation of received resignation. |
Contact the Recruitment Services
[LENKE]mailto:rekrutteringstjenesten@uit.no
About the Recruitment Services
The Recruitment Services is the ‘prime mover’ throughout the entire recruitment process. This involves being close and available to managers, maintaining good dialogue with Evaluation Committees, good dialogue with applicants, managing process time effectively, and ensuring the right quality in recommendations for decision-making by recommending and appointing authorities.
Recruitment is one of the most important tasks for a manager. UiT’s employees are the most important factor contributing to the achievement of goals and results in research, teaching, and dissemination. Recruitment should be a strategic action, rooted in strategies, goals and action plans at all managerial levels.
The Recruitment Service’s goal is to ensure that you appoint the right competence at the right time, and that the processes are perceived as positive for all parties.
Below is an overview of how the Recruitment Section is organised according to faculty and position type:
| Faculty/unit | Recruitment group academic positions | Recruitment group PhD and Postdoctoral positions |
Recruitment group Technical/ Administrative Positions |
Recruitment group extensions and other appointments |
|---|---|---|---|---|
| Faculty of Health Sciences | Inga Jernsletten | |||
| Faculty of Humanities, Social Sciences and Education | Ann-Kristin Nicolaisen Torunn Olsen |
Kristina N. Pedersen Emma Velle |
Ingunn Strømmesen | Ann-Kristin Nicolaisen Torunn Olsen |
| Faculty of Science and Technology | Heidi Kristin Heggås | |||
| Faculty of Biosciences, Fisheries and Economics | Sissel Tjosaas |
Kristina N. Pedersen |
||
| Faculty of Engineering Science and Technology | Heidi Kristin Heggås | |||
| Faculty of Law | Randi S. Meleng | Ingunn Strømmesen | Randi S. Meleng | |
| The Arctic University Museum of Norway and Academy of Fine Arts | Randi S. Meleng | Lisbeth W. Mortensen | Ingunn Strømmesen | Randi S. Meleng |
| The University Library | Randi S. Meleng | Åsta N. Bjarnadottir | Hege Skogvang | Randi S. Meleng |
| The joint administration | Ane B. Hemmingsen |
Rules and regulations
[LENKE]/regelverk/sentraleregler#kapittel_739853
For Evaluation Committee members
Below you will find checklists for the Evaluation Committees regarding assessment of candidates to positions as a part of a recruitment process.
- Checklist for the Evaluation Committee - Teaching and Researching Positions
- Checklist for the Evaluation Committee - Researcher Positions
- Checklist for the Evaluation Committee - Postdoctoral Research Fellow Positions
- Checklist for the Evaluation Committee - PhD Fellow Positions
For Technical/Administrative Positions, assessment and interview are done in the same step by an Assessment and Interview Committee.
For Interview Committee members
Below you will find checklists for the Interview Committees regarding interviews in the various categories of positions.
- Checklist for the Interview Committee - Teaching and Researching Positions
- Checklist for the Interview Committee - Researcher Positions
- Checklist for the Interview Committee - Postdoctoral Research Fellow Positions
- Checklist for the Interview Committee - PhD Fellow Positions
- Checklist for the Assessment and Interview Committee - Technical/Administrative Positions
Career at UiT
[LENKE]/career
Research at UiT
[LENKE]/research
Courses and webinars
On this page, you will find information about courses, webinars, and other events related to recruitment processes at UiT. Below, you will find a link to recordings of previous events. Please note that access to these recordings requires a UiT user account.
Information about new events will be published on Tavla and under the Recruitment Services interest area on the intranet (#rekrutteringstjenesten). If you have any questions, feel free to contact us at rekrutteringstjenesten@uit.no
Please note: The courses, webinars, and events are conducted in Norwegian.
Link to recordings of previous courses and webinars:
Chapter 1 - Before Announcement
[Skriv innhold her]
Rediger ressurser-underkapittel
Temporary employment
As a general rule, civil servants must be employed on a permanent basis (Section 9 of the Norwegian Civil Service Act).
However, it is still possible to enter into a temporary employment contract
- in relation to work of a temporary nature
- in relation to substitute positions
- for up to six months when an unforeseen need has occurred
- when employed in up to a 20% Teaching and Researching position (additional positions)
- in relation to fixed-term employment
- in relation to supervised professional training work
Work of a temporary nature (Section 9 (a) of the Norwegian Civil Service Act)
It is possible to employ people temporarily pursuant to this provision when one of the conditions below is met
- the employee shall perform work that, by its nature or volume, differs from the ordinary work that takes place in the enterprise
- there is a need for employees with special qualifications, and no qualified candidates have applied in relation to the announcement of the position
- for assignments that have a natural ending and where the definition of the work is relatively clear. The time frame or the content of the assignment must be clearly determined. This applies, for instance, in situations where funding has been allocated solely for the completion of tasks within a limited timeframe.
Note that a temporary employee employed to perform work of a temporary nature is entitled to continue if the temporary work assignments continue.
- If you want to replace an employee, then you must follow the rules pertaining to termination of contract or dismissal.
- Therefore, you cannot replace a temporary employee in order to prevent them from achieving employment protection as a permanent employee.
It is also not possible to replace one temporary employee with another because the other may be somewhat better qualified for the job.
Substitute (Section 9 (b) of the Norwegian Civil Service Act)
It is possible to employ a substitute
- for another specific employee
- when several employees are absent, without the substitute carrying out work for just one of the absent employees. The work tasks must be the same as those the absent employees normally perform.
Note that a temporary employee who is employed to perform work of a temporary nature is entitled to continue if the temporary work tasks continue.
- If you want to replace an employee, then you must follow the rules pertaining to termination of contract or dismissal.
- Therefore, you cannot replace a temporary employee in order to prevent them from achieving employment protection as a permanent employee.
It is also not possible to replace one temporary employee with another because the other may be somewhat better qualified for the job.
Temporary employment up to six months in the event of an unforeseen need (Section 9 (e) of the Norwegian Civil Service Act)
This provision must only be used if there is a clear need to employ someone for a short period of time, possibly during a transitional period.
When employed in up to a 20% Teaching and Researching position (additional positions) (Section 6-6 of the Act relating to Universities and University Colleges)
Fixed-term employment in an additional position is permitted. Fixed-term periods can be from two to six years.
Fixed-term employment (Section 6-4 of the Act relating to Universities and University Colleges)
The right to employ someone for a fixed-term position applies to the following positions:
| Position(s) | Fixed-term period (number of years) | Comments |
| Rector and Pro-Rector | 4 |
The Ministry may stipulate another fixed-term period based on special grounds. The maximum continuous period is eight years. |
| Head of Department/Unit | 4 |
The Ministry may stipulate another fixed-term period based on special grounds. The maximum continuous period is twelve years. |
| Postdoctoral Research Fellow | 3-4 | See Section 1-2 (4) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant |
| PhD Fellow | 4 |
Normal fixed-term period is four years with 25% required duties. The employment period shall include three years of nominal doctoral education. The appointing authority determines the total period in each individual case, taking into account the scope of required duties required time frame plan to implement the project the project’s basis of fundingShorter periods of employment may be agreed upon if the doctoral research fellow has already completed parts of the organised research training programme, or if the employment is based on previous appointments to educational positions (doctoral research fellow, research assistant etc), so that the total period of organised research training amounts to three years. |
| Research Assistant | Up to 2 | Total period of employment may not exceed two years (see Section 1-4 (2) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant). |
| Certain Teaching and Researching Positions | 4-6 |
Teaching and Researching Positions when creative or performing artistic competence is included as an essential element of the competence requirement. The maximum continuous period is twelve years. |
| Tenure-track positions | 6 | See Guidelines for use of tenure-track positions at UiT and Regulations on appointments to tenure-track positions |
| Student Ombudsman | 4-6 |
The maximum continuous period is twelve years. |
Supervised professional training work (Section 9 (c) of the Norwegian Civil Service Act).
‘Supervised professional training work’ refers to work related to training or qualification within a subject area, including trainee work, interns and students at public service schools. This provision is not used very often at UiT.
Rediger ressurser-underkapittel
Define the purpose of the position
The appointment process starts by defining the purpose of the position:
- What is the purpose of the position?
- What problem are we trying to solve, why are we doing it, and who are we doing it for?
- What needs will the position meet?
- What results do we want to achieve?
For teaching and research positions, there may be specific educational courses/topics where teaching and supervision are to be covered.
Methods for gaining insight into the needs relating to the position
There are several ways of gaining insight into the need. When choosing a method, consider who you want to involve in the process. The different methods allow for different levels of involvement.
Assess whether there are changes to the work tasks, framework conditions and society, which urges you to rethink matters.
Examples of different methods
- Existing source material – look at the position instructions and previous announcements.
- Diary - the person currently working in the position logs their tasks and duties.
- Interview - Talk to the person leaving the position, managers and colleagues about the position and any new needs.
- Focus groups – Gather a group and talk about the position and any new needs. This method is suitable for new work tasks.
- Situational mapping - particularly important/critical tasks and characteristics of the position. (e.g. teaching competence, managing users and technical equipment, special characteristics required to succeed in the position, etc. This method is suitable for new work tasks.
Rediger ressurser-underkapittel
Define the position's areas of responsibility and research
Make a detailed description of the position’s work tasks and areas of responsibility based on the purpose of the position that has been determined in the previous section of the checklist.
- What needs to be done and how to do it?
- Which subject area will the position cover?
- What methods, tools, computer programs should be used by the employee?
The description will form the basis for the qualification requirements and position code that is stipulated for the position, and ensures that the employer and employee have a common understanding of what is expected of the position.
Rediger ressurser-underkapittel
Define work duties
Make a detailed description of the position’s work tasks and areas of responsibility based on the purpose of the position that has been determined in the previous section of the checklist.
- What needs to be done and how to do it?
- Which subject area will the position cover?
- What methods, tools, computer programs should be used by the employee?
The description will form the basis for the qualification requirements and position code that is stipulated for the position, and ensures that the employer and employee have a common understanding of what is expected of the position.
Rediger ressurser-underkapittel
Qualification requirements - Academic positions
The various job titles have some clearly defined qualification requirements in applicable regulations
You must use these for the position, and also consider what other qualification requirements apply.
We divide the qualification requirements into
- required qualifications
- desired qualifications
- personal qualities and motivation
Required qualifications, or ‘must-have requirements’
These qualifications are used as a basis when the assessment committee assesses whether an applicant is qualified for the position or not. All requirements must be met for an applicant to be qualified for the position.
Desired qualifications, or ‘should-have requirements’
Desired qualifications are not grounds for qualifying or disqualifying applicants, but are part of the basis used when the assessment committee assesses and ranks formally qualified applicants. On paper, which of the formally qualified applicants are best qualified for the position? You invite a selection of the formally best qualified applicants to an interview.
Personal qualities and motivation, or ‘personal suitability’
The Interview Committee will assess these qualifications during interviews and reference checks.
Checklist to help you during the process:
- It is easy to use the same qualification requirements that were used when the position was last announced, but are you sure the same competence is needed now?
- Define the relevant subject area/field for the masters/doctoral degree. Be specific, but also think about the recruitment base.
- Assess what type of knowledge and experience is necessary to perform the relevant work tasks. What are the absolute minimum requirements and what are the optimal requirements?
- Experience in x and y is often stipulated as a must-have requirement, but is it necessary? Do you have the resources to provide good training in the position, so that the person employed gains the necessary knowledge (experience) in a short period of time?
- Define sufficient qualification requirements so that you have a good basis on which to assess the applicants.
- On the other hand: Don’t set too many requirements. Consider existing and well-functioning employees in a similar position. Do they meet all the requirements you intend to include in the announcement text?
- What personal qualities are required to perform the job and why? For example, is the ability to collaborate a quality that is important for the job? If so, describe what collaboration means in the relevant position. Is it important in this position to be able to listen, consult with others and communicate clearly? You have then defined the term ‘ability to collaborate’ so that it makes sense. Describe personal qualities in a way that people can identify these traits in themselves.
Rediger ressurser-underkapittel
Qualification requirements - Technical/administrative positions
Local Salary Policy for UiT explains the qualification requirements that apply to various position categories at UiT. You must use these for the position, and also consider what other qualification requirements apply.
We divide the qualification requirements into
- required qualifications
- desired qualifications
- personal qualities and motivation.
Required qualifications, or ‘must-have requirements’
These qualifications are used as a basis when the assessment or interview committee assess whether an applicant is qualified for the position or not. All requirements must be met for an applicant to be qualified for the position.
Desired qualifications, or ‘should-have requirements’
Desired qualifications are not grounds for qualifying or disqualifying applicants, but are part of the first basis used when the assessment or interview committee assess and rank formally qualified applicants. You invite a selection of the formally best qualified applicants to an interview.
Personal qualities and motivation, or ‘personal suitability’
These qualifications will be assessed by the assessment and interview committees during interviews and reference interviews.
Checklist to help you during the process:
- It is easy to use the same qualification requirements that were used when the position was last announced, but are you sure the same competence is needed now?
- What type of education is required for the position, and at what level or subject area? Can practical experience and documentable results compensate for lower-level education?
- Assess what type of knowledge and experience is necessary to perform the relevant work tasks. What are the absolute minimum requirements and what are the optimal requirements? Is professional experience required or can newly educated candidates be considered?
- Experience in x and y is often stipulated as a must-have requirement, but is it necessary? Do you have the resources to provide good training in the position, so that the person employed gains the necessary knowledge (experience) in a short period of time?
- Define sufficient qualification requirements so that you have a good basis on which to assess the applicants.
- On the other hand: Don’t set too many requirements. Consider existing and well-functioning employees in a similar position. Do they meet all the requirements you intend to include in the announcement text?
- What personal qualities are required to perform the job and why? For example, is the ability to collaborate a quality that is important for the job? If so, describe what collaboration means in the relevant position. Is it important in this position to be able to listen, consult with others and communicate clearly? You have then defined the term ‘ability to collaborate’ so that it makes sense. Describe personal qualities in a way that people can identify these traits in themselves.
Rediger ressurser-underkapittel
Assessment of position code
Based on the purpose of the position, description of the work tasks, areas of responsibility and qualification requirements, Chapter 3 of the Local Salary Policy for UiT will help you to assess which position title/code is best suited to your needs.
The main part of the work tasks determine which position title/code is to be used.
If you are unsure which position code to use, contact the Recruitment Services for advice and clarification.
Rediger ressurser-underkapittel
Analysis of the candidate marked
Analysis of the candidate market is conducted at the same time as the needs analysis.
The analysis will have an impact on the description of work tasks and qualification requirements, for example whether the announcement text should provide the possibility of appointing candidates based on qualification conditions. The analysis must be conducted in a way that includes as many relevant applicants as possible and safeguards the principle of equal treatment.
Analysis of the candidate market involves finding out what characterises potential applicants. Important questions that you should investigate are:
- who are they?
- where are they?
- what will make them apply?
- what will make them take the job?
- what will make them want to move to the workplace?
Are there competitive factors that require active candidate searches? The academic communities can conduct active searches in their networks. Active searches must also be conducted in a way that is transparent and safeguards the principle of equal treatment.
Rediger ressurser-underkapittel
Diversity and inclusion facilitation
Diversity means recognising and valuing differences between people, which may be related to gender, age, ethnicity, religion, functional ability, sexual orientation, education, experience, and personality. Inclusion means creating a working environment in which everyone feels welcome, respected, supported and valued, regardless of their background or identity.
When working with the needs analysis, be aware that it is during this phase of the recruitment process you can facilitate or impede diversity and inclusion.
Examples of questions you can ask yourself at this stage:*
- Has the position level been defined too broadly? In positions that announce senior adviser/advisor/higher executive officer, have work assignments or competence requirements been thoroughly defined and put into context?
- Are you willing to adjust the position percentage? Does the position have to be a full-time position? This can be a decisive factor for some candidates.
It is also important that the wording of the announcement text helps promote diversity and inclusion. This wording should already be addressed in the needs analysis, as it forms the basis for the announcement text.
Language must be clear, relevant and accommodating to all potential applicants, regardless of their background, identity or personal qualities. Some tips for writing an inclusive position announcement are:
- Use gender neutral words such as person, employee, candidate, etc.
- Consider whether you can use formulations such as ‘good oral and written presentation skills in Norwegian’, ‘multicultural skills’, ‘experience working in an international environment’ instead of ‘Norwegian as native language’, ‘ethnic Norwegian’, ‘perfect Norwegian’.
*Source: Statens arbeidsgiverportal
Rediger ressurser-underkapittel
About language requirements
Language requirements must comply with applicable rules and regulations, the job's responsibilities, and UiT's language policy guidelines.
The principle of parallel language use shall be consistently applied at UiT, where Norwegian and Northern Sami function as national and local academic and administrative languages, while English serves as the international academic language. In all spoken communication, Norwegian, Danish, and Swedish shall be considered equal. UiT has a national responsibility for both Northern Sami and Kven, and the institution must ensure that these languages are both heard and visible within its community.
Language requirements in the job announcement
Must-have requirements:
- If language competence is listed as a mandatory requirement in the job announcement, it must be clearly stated whether the employee can acquire this competence during the employment period or if the competence must already be in place at the time of employment.
- All permanent employees who do not know a Scandinavian language at the time of employment must achieve Norwegian proficiency at the B2 level within three years. Each unit must ensure that the employees' overall work responsibilities do not hinder them from achieving this.
- To be employed as a PhD Fellow, it is a prerequisite that the candidate is admitted to the faculty's PhD program. Applicants must therefore document English proficiency that meets the requirements for Norwegian general university admissions before starting the position.
Desirable requirements:
- If language competence is listed as a desirable requirement in the job announcement, this competence can only be used as a criterion for ranking qualified applicants. Applicants cannot be disqualified based on desirable requirements.
Language courses at UiT
UiT shall offer courses in English and Norwegian for all employees. More information about UiT's Norwegian language courses can be found here.
Rediger ressurser-underkapittel
Selection methods
The choice of selection method depends on the position’s work duties and areas of responsibility. Based on the needs analysis and analysis of the candidate market, different selection methods will be used.
It is important to choose selection methods relevant to the position and that provide the necessary information on skills, experience and personal qualities. Best insight is gained by combining several methods. It is also important to ensure that the selection process is fair and not discriminatory, and that candidates are treated with respect and dignity throughout the whole process.
Relevant selection methods might include:
- Pre-screening
- Assessment (academic positions)
- Work samples and trial lectures
- Personality tests
- Ability and proficiency tests
- Interview
- Reference interview
- Admission to PhD.
Pre-screening can either be conducted as part of the application process in Jobbnorge (pre-defined requirements), or as a manual review before further selection.
Assessment must always be included as a selection method in the appointment process for academic positions.
Work samples and trial lectures are carried out in the form of candidates having to perform a task that is associated with the position. Practical tasks of this type can give an accurate indication when assessing future job performance.
Personality tests may be appropriate to use in some recruitment processes in order to identify personal suitability, for example in managerial positions.
Ability and proficiency tests are suitable for mapping candidates’ general abilities and development opportunities (IQ test). Proficiency tests identify skills in a specific area (language, data). There are a number of tests that can be used and many different providers.
Admission to the PhD programme
Before an appointment takes place, assessments are made as to whether candidates for PhD positions have the necessary qualifications for admission to the PhD programme. The faculties have different solutions for how they do this. Read more about PhDs at UiT.
Rediger ressurser-underkapittel
Possibility of appointing candidates who have not completed a degree
For PhD- and postdoctoral positions, candidates in the final stages of their degrees may be given the opportunity to apply. This expands the applicant pool for the position. However, it is important to emphasize that it may take a long time from when a candidate submits their master's thesis or doctoral dissertation until the final diploma is issued.
If you allow candidates who are about to complete a master's or doctoral degree to be considered, one of the following two alternatives must be chosen:
Alternative 1: If the applicant is in the final stages of their master’s- or doctoral degree, then they may still apply for the position, provided that they submit parts of the dissertation/degree along with the application. This enables the evaluation committee to assess the quality and likelihood of completion by the desired employment date. The applicant must include a statement from their supervisor or institution stating the expected completion date for the degree. Documentation of a completed master’s- or doctoral degree must be submitted before commencement.
Alternative 2: If the applicant is in the final stages of their master’s- or doctoral degree, then they may still apply if they have submitted their master’s- or doctoral thesis for evaluation within the application deadline. They must submit the thesis with their application. Documentation of a completed master’s or doctoral degree must be submitted before commencement.
Rediger ressurser-underkapittel
Moderate gender quotas
Moderate gender quotas apply to teaching and research positions, and postdoctoral positions.
If the percentage of the underrepresented gender in the relevant job category in the field of expertise is below 40%, you must announce the position with a ‘moderate gender quota’. By field of expertise we mean departments and units at an equivalent level.
See
Temporary employment
As a general rule, civil servants must be employed on a permanent basis (Section 9 of the Norwegian Civil Service Act).
However, it is still possible to enter into a temporary employment contract
- in relation to work of a temporary nature
- in relation to substitute positions
- for up to six months when an unforeseen need has occurred
- when employed in up to a 20% Teaching and Researching position (additional positions)
- in relation to fixed-term employment
- in relation to supervised professional training work
Work of a temporary nature (Section 9 (a) of the Norwegian Civil Service Act)
It is possible to employ people temporarily pursuant to this provision when one of the conditions below is met
- the employee shall perform work that, by its nature or volume, differs from the ordinary work that takes place in the enterprise
- there is a need for employees with special qualifications, and no qualified candidates have applied in relation to the announcement of the position
- for assignments that have a natural ending and where the definition of the work is relatively clear. The time frame or the content of the assignment must be clearly determined. This applies, for instance, in situations where funding has been allocated solely for the completion of tasks within a limited timeframe.
Note that a temporary employee employed to perform work of a temporary nature is entitled to continue if the temporary work assignments continue.
- If you want to replace an employee, then you must follow the rules pertaining to termination of contract or dismissal.
- Therefore, you cannot replace a temporary employee in order to prevent them from achieving employment protection as a permanent employee.
It is also not possible to replace one temporary employee with another because the other may be somewhat better qualified for the job.
Substitute (Section 9 (b) of the Norwegian Civil Service Act)
It is possible to employ a substitute
- for another specific employee
- when several employees are absent, without the substitute carrying out work for just one of the absent employees. The work tasks must be the same as those the absent employees normally perform.
Note that a temporary employee who is employed to perform work of a temporary nature is entitled to continue if the temporary work tasks continue.
- If you want to replace an employee, then you must follow the rules pertaining to termination of contract or dismissal.
- Therefore, you cannot replace a temporary employee in order to prevent them from achieving employment protection as a permanent employee.
It is also not possible to replace one temporary employee with another because the other may be somewhat better qualified for the job.
Temporary employment up to six months in the event of an unforeseen need (Section 9 (e) of the Norwegian Civil Service Act)
This provision must only be used if there is a clear need to employ someone for a short period of time, possibly during a transitional period.
When employed in up to a 20% Teaching and Researching position (additional positions) (Section 6-6 of the Act relating to Universities and University Colleges)
Fixed-term employment in an additional position is permitted. Fixed-term periods can be from two to six years.
Fixed-term employment (Section 6-4 of the Act relating to Universities and University Colleges)
The right to employ someone for a fixed-term position applies to the following positions:
| Position(s) | Fixed-term period (number of years) | Comments |
| Rector and Pro-Rector | 4 |
The Ministry may stipulate another fixed-term period based on special grounds. The maximum continuous period is eight years. |
| Head of Department/Unit | 4 |
The Ministry may stipulate another fixed-term period based on special grounds. The maximum continuous period is twelve years. |
| Postdoctoral Research Fellow | 3-4 | See Section 1-2 (4) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant |
| PhD Fellow | 4 |
Normal fixed-term period is four years with 25% required duties. The employment period shall include three years of nominal doctoral education. The appointing authority determines the total period in each individual case, taking into account the scope of required duties required time frame plan to implement the project the project’s basis of fundingShorter periods of employment may be agreed upon if the doctoral research fellow has already completed parts of the organised research training programme, or if the employment is based on previous appointments to educational positions (doctoral research fellow, research assistant etc), so that the total period of organised research training amounts to three years. |
| Research Assistant | Up to 2 | Total period of employment may not exceed two years (see Section 1-4 (2) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant). |
| Certain Teaching and Researching Positions | 4-6 |
Teaching and Researching Positions when creative or performing artistic competence is included as an essential element of the competence requirement. The maximum continuous period is twelve years. |
| Tenure-track positions | 6 | See Guidelines for use of tenure-track positions at UiT and Regulations on appointments to tenure-track positions |
| Student Ombudsman | 4-6 |
The maximum continuous period is twelve years. |
Supervised professional training work (Section 9 (c) of the Norwegian Civil Service Act).
‘Supervised professional training work’ refers to work related to training or qualification within a subject area, including trainee work, interns and students at public service schools. This provision is not used very often at UiT.
Define the purpose of the position
The appointment process starts by defining the purpose of the position:
- What is the purpose of the position?
- What problem are we trying to solve, why are we doing it, and who are we doing it for?
- What needs will the position meet?
- What results do we want to achieve?
For teaching and research positions, there may be specific educational courses/topics where teaching and supervision are to be covered.
Methods for gaining insight into the needs relating to the position
There are several ways of gaining insight into the need. When choosing a method, consider who you want to involve in the process. The different methods allow for different levels of involvement.
Assess whether there are changes to the work tasks, framework conditions and society, which urges you to rethink matters.
Examples of different methods
- Existing source material – look at the position instructions and previous announcements.
- Diary - the person currently working in the position logs their tasks and duties.
- Interview - Talk to the person leaving the position, managers and colleagues about the position and any new needs.
- Focus groups – Gather a group and talk about the position and any new needs. This method is suitable for new work tasks.
- Situational mapping - particularly important/critical tasks and characteristics of the position. (e.g. teaching competence, managing users and technical equipment, special characteristics required to succeed in the position, etc. This method is suitable for new work tasks.
Define the position's areas of responsibility and research
Make a detailed description of the position’s work tasks and areas of responsibility based on the purpose of the position that has been determined in the previous section of the checklist.
- What needs to be done and how to do it?
- Which subject area will the position cover?
- What methods, tools, computer programs should be used by the employee?
The description will form the basis for the qualification requirements and position code that is stipulated for the position, and ensures that the employer and employee have a common understanding of what is expected of the position.
Define work duties
Make a detailed description of the position’s work tasks and areas of responsibility based on the purpose of the position that has been determined in the previous section of the checklist.
- What needs to be done and how to do it?
- Which subject area will the position cover?
- What methods, tools, computer programs should be used by the employee?
The description will form the basis for the qualification requirements and position code that is stipulated for the position, and ensures that the employer and employee have a common understanding of what is expected of the position.
Qualification requirements - Academic positions
The various job titles have some clearly defined qualification requirements in applicable regulations
You must use these for the position, and also consider what other qualification requirements apply.
We divide the qualification requirements into
- required qualifications
- desired qualifications
- personal qualities and motivation
Required qualifications, or ‘must-have requirements’
These qualifications are used as a basis when the assessment committee assesses whether an applicant is qualified for the position or not. All requirements must be met for an applicant to be qualified for the position.
Desired qualifications, or ‘should-have requirements’
Desired qualifications are not grounds for qualifying or disqualifying applicants, but are part of the basis used when the assessment committee assesses and ranks formally qualified applicants. On paper, which of the formally qualified applicants are best qualified for the position? You invite a selection of the formally best qualified applicants to an interview.
Personal qualities and motivation, or ‘personal suitability’
The Interview Committee will assess these qualifications during interviews and reference checks.
Checklist to help you during the process:
- It is easy to use the same qualification requirements that were used when the position was last announced, but are you sure the same competence is needed now?
- Define the relevant subject area/field for the masters/doctoral degree. Be specific, but also think about the recruitment base.
- Assess what type of knowledge and experience is necessary to perform the relevant work tasks. What are the absolute minimum requirements and what are the optimal requirements?
- Experience in x and y is often stipulated as a must-have requirement, but is it necessary? Do you have the resources to provide good training in the position, so that the person employed gains the necessary knowledge (experience) in a short period of time?
- Define sufficient qualification requirements so that you have a good basis on which to assess the applicants.
- On the other hand: Don’t set too many requirements. Consider existing and well-functioning employees in a similar position. Do they meet all the requirements you intend to include in the announcement text?
- What personal qualities are required to perform the job and why? For example, is the ability to collaborate a quality that is important for the job? If so, describe what collaboration means in the relevant position. Is it important in this position to be able to listen, consult with others and communicate clearly? You have then defined the term ‘ability to collaborate’ so that it makes sense. Describe personal qualities in a way that people can identify these traits in themselves.
Qualification requirements - Technical/administrative positions
Local Salary Policy for UiT explains the qualification requirements that apply to various position categories at UiT. You must use these for the position, and also consider what other qualification requirements apply.
We divide the qualification requirements into
- required qualifications
- desired qualifications
- personal qualities and motivation.
Required qualifications, or ‘must-have requirements’
These qualifications are used as a basis when the assessment or interview committee assess whether an applicant is qualified for the position or not. All requirements must be met for an applicant to be qualified for the position.
Desired qualifications, or ‘should-have requirements’
Desired qualifications are not grounds for qualifying or disqualifying applicants, but are part of the first basis used when the assessment or interview committee assess and rank formally qualified applicants. You invite a selection of the formally best qualified applicants to an interview.
Personal qualities and motivation, or ‘personal suitability’
These qualifications will be assessed by the assessment and interview committees during interviews and reference interviews.
Checklist to help you during the process:
- It is easy to use the same qualification requirements that were used when the position was last announced, but are you sure the same competence is needed now?
- What type of education is required for the position, and at what level or subject area? Can practical experience and documentable results compensate for lower-level education?
- Assess what type of knowledge and experience is necessary to perform the relevant work tasks. What are the absolute minimum requirements and what are the optimal requirements? Is professional experience required or can newly educated candidates be considered?
- Experience in x and y is often stipulated as a must-have requirement, but is it necessary? Do you have the resources to provide good training in the position, so that the person employed gains the necessary knowledge (experience) in a short period of time?
- Define sufficient qualification requirements so that you have a good basis on which to assess the applicants.
- On the other hand: Don’t set too many requirements. Consider existing and well-functioning employees in a similar position. Do they meet all the requirements you intend to include in the announcement text?
- What personal qualities are required to perform the job and why? For example, is the ability to collaborate a quality that is important for the job? If so, describe what collaboration means in the relevant position. Is it important in this position to be able to listen, consult with others and communicate clearly? You have then defined the term ‘ability to collaborate’ so that it makes sense. Describe personal qualities in a way that people can identify these traits in themselves.
Assessment of position code
Based on the purpose of the position, description of the work tasks, areas of responsibility and qualification requirements, Chapter 3 of the Local Salary Policy for UiT will help you to assess which position title/code is best suited to your needs.
The main part of the work tasks determine which position title/code is to be used.
If you are unsure which position code to use, contact the Recruitment Services for advice and clarification.
Analysis of the candidate marked
Analysis of the candidate market is conducted at the same time as the needs analysis.
The analysis will have an impact on the description of work tasks and qualification requirements, for example whether the announcement text should provide the possibility of appointing candidates based on qualification conditions. The analysis must be conducted in a way that includes as many relevant applicants as possible and safeguards the principle of equal treatment.
Analysis of the candidate market involves finding out what characterises potential applicants. Important questions that you should investigate are:
- who are they?
- where are they?
- what will make them apply?
- what will make them take the job?
- what will make them want to move to the workplace?
Are there competitive factors that require active candidate searches? The academic communities can conduct active searches in their networks. Active searches must also be conducted in a way that is transparent and safeguards the principle of equal treatment.
Diversity and inclusion facilitation
Diversity means recognising and valuing differences between people, which may be related to gender, age, ethnicity, religion, functional ability, sexual orientation, education, experience, and personality. Inclusion means creating a working environment in which everyone feels welcome, respected, supported and valued, regardless of their background or identity.
When working with the needs analysis, be aware that it is during this phase of the recruitment process you can facilitate or impede diversity and inclusion.
Examples of questions you can ask yourself at this stage:*
- Has the position level been defined too broadly? In positions that announce senior adviser/advisor/higher executive officer, have work assignments or competence requirements been thoroughly defined and put into context?
- Are you willing to adjust the position percentage? Does the position have to be a full-time position? This can be a decisive factor for some candidates.
It is also important that the wording of the announcement text helps promote diversity and inclusion. This wording should already be addressed in the needs analysis, as it forms the basis for the announcement text.
Language must be clear, relevant and accommodating to all potential applicants, regardless of their background, identity or personal qualities. Some tips for writing an inclusive position announcement are:
- Use gender neutral words such as person, employee, candidate, etc.
- Consider whether you can use formulations such as ‘good oral and written presentation skills in Norwegian’, ‘multicultural skills’, ‘experience working in an international environment’ instead of ‘Norwegian as native language’, ‘ethnic Norwegian’, ‘perfect Norwegian’.
*Source: Statens arbeidsgiverportal
About language requirements
Language requirements must comply with applicable rules and regulations, the job's responsibilities, and UiT's language policy guidelines.
The principle of parallel language use shall be consistently applied at UiT, where Norwegian and Northern Sami function as national and local academic and administrative languages, while English serves as the international academic language. In all spoken communication, Norwegian, Danish, and Swedish shall be considered equal. UiT has a national responsibility for both Northern Sami and Kven, and the institution must ensure that these languages are both heard and visible within its community.
Language requirements in the job announcement
Must-have requirements:
- If language competence is listed as a mandatory requirement in the job announcement, it must be clearly stated whether the employee can acquire this competence during the employment period or if the competence must already be in place at the time of employment.
- All permanent employees who do not know a Scandinavian language at the time of employment must achieve Norwegian proficiency at the B2 level within three years. Each unit must ensure that the employees' overall work responsibilities do not hinder them from achieving this.
- To be employed as a PhD Fellow, it is a prerequisite that the candidate is admitted to the faculty's PhD program. Applicants must therefore document English proficiency that meets the requirements for Norwegian general university admissions before starting the position.
Desirable requirements:
- If language competence is listed as a desirable requirement in the job announcement, this competence can only be used as a criterion for ranking qualified applicants. Applicants cannot be disqualified based on desirable requirements.
Language courses at UiT
UiT shall offer courses in English and Norwegian for all employees. More information about UiT's Norwegian language courses can be found here.
Selection methods
The choice of selection method depends on the position’s work duties and areas of responsibility. Based on the needs analysis and analysis of the candidate market, different selection methods will be used.
It is important to choose selection methods relevant to the position and that provide the necessary information on skills, experience and personal qualities. Best insight is gained by combining several methods. It is also important to ensure that the selection process is fair and not discriminatory, and that candidates are treated with respect and dignity throughout the whole process.
Relevant selection methods might include:
- Pre-screening
- Assessment (academic positions)
- Work samples and trial lectures
- Personality tests
- Ability and proficiency tests
- Interview
- Reference interview
- Admission to PhD.
Pre-screening can either be conducted as part of the application process in Jobbnorge (pre-defined requirements), or as a manual review before further selection.
Assessment must always be included as a selection method in the appointment process for academic positions.
Work samples and trial lectures are carried out in the form of candidates having to perform a task that is associated with the position. Practical tasks of this type can give an accurate indication when assessing future job performance.
Personality tests may be appropriate to use in some recruitment processes in order to identify personal suitability, for example in managerial positions.
Ability and proficiency tests are suitable for mapping candidates’ general abilities and development opportunities (IQ test). Proficiency tests identify skills in a specific area (language, data). There are a number of tests that can be used and many different providers.
Admission to the PhD programme
Before an appointment takes place, assessments are made as to whether candidates for PhD positions have the necessary qualifications for admission to the PhD programme. The faculties have different solutions for how they do this. Read more about PhDs at UiT.
Possibility of appointing candidates who have not completed a degree
For PhD- and postdoctoral positions, candidates in the final stages of their degrees may be given the opportunity to apply. This expands the applicant pool for the position. However, it is important to emphasize that it may take a long time from when a candidate submits their master's thesis or doctoral dissertation until the final diploma is issued.
If you allow candidates who are about to complete a master's or doctoral degree to be considered, one of the following two alternatives must be chosen:
Alternative 1: If the applicant is in the final stages of their master’s- or doctoral degree, then they may still apply for the position, provided that they submit parts of the dissertation/degree along with the application. This enables the evaluation committee to assess the quality and likelihood of completion by the desired employment date. The applicant must include a statement from their supervisor or institution stating the expected completion date for the degree. Documentation of a completed master’s- or doctoral degree must be submitted before commencement.
Alternative 2: If the applicant is in the final stages of their master’s- or doctoral degree, then they may still apply if they have submitted their master’s- or doctoral thesis for evaluation within the application deadline. They must submit the thesis with their application. Documentation of a completed master’s or doctoral degree must be submitted before commencement.
Moderate gender quotas
Moderate gender quotas apply to teaching and research positions, and postdoctoral positions.
If the percentage of the underrepresented gender in the relevant job category in the field of expertise is below 40%, you must announce the position with a ‘moderate gender quota’. By field of expertise we mean departments and units at an equivalent level.
See
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Chapter 2 - Announcement
[Skriv innhold her]
Rediger ressurser-underkapittel
How to write a good announcement text - academic positions
The basis for the announcement text is the result of the needs analysis.
Remember that there is a lot of competition for the best talents. It is therefore important to write the announcement text in a way that attracts the candidates you want.
The heading and introduction are important
A good heading can be crucial in terms of whether an applicant chooses to click on the job announcement or not. Here is an example of three heading variations for exactly the same position:
- Post-doctoral research fellow
- Post-doctoral research fellow in mental health
- Would you like to contribute to new knowledge about recovery stories? – Post-doctoral research fellow in mental health.
Which heading did you like the most? There is no definitive answer, but the headline must relate to the position. The first example says very little about the position. The second example is more descriptive, and is the minimum requirement for what must be included in a heading for positions at UiT. To spice up the heading a little more, use keywords that describe the field of expertise as can be seen in the last example. Potential applicants often use keywords when searching for vacant positions, so the use of this method can be a good way of reaching the right candidates.
Wording
There are many ways in which an announcement text can be formulated. The most important thing is that the text is:
- clear
- precise
- informative
Avoid unnecessarily complicated language and be honest about the expectations associated with the position. The wording used in the text must be adapted to the candidates you want to recruit, and you should use a positive and inclusive tone so that it attracts a diverse range of candidates. Apart from that, feel free to use personal language and refer to the applicant as ‘you’.
Structure of the announcement text
UiT has announcement templates that help guide the structure of an announcement text. You must contribute text to the points below
- about the position and workplace
- the position’s area of responsibility/research area
- contact information
- qualifications
- we offer
- application
UiT’s templates also contain standard text for use in several areas, such as:
- inclusive working life and diversity
- about UiT/the faculty
- educational expertise requirements
- admission to PhD programmes
- general information about working and pay conditions, employment regulations.
The Recruitment Service ensures that information relevant to the position in question is included in the announcement text.
About the position and the workplace
This is the first thing the applicants see. The first paragraph should state which department and faculty the position is affiliated with, which subject area/project the position is within and which research group it is associated with. After this, feel free to say something about the position that captures the reader’s interest. Take your time formulating the first sentences of the announcement text. This is where you present the most important information; a potential applicant only takes a few seconds to decide whether they want to read on.
In the next paragraph, feel free to inform about the workplace, especially if your place of work is at a campus/place of study other than Tromsø. Highlight something about the place that makes it attractive to move there, or refer to the municipality’s website if they provide good information describing what it is like to live in the municipality.
You can also include a brief description of the department or unit where the position is located, either in this paragraph, or in a separate paragraph.
The position’s area of responsibility/research area
Describe the position’s work duties and responsibilities well so that the applicant receives a genuine picture of what the position and workplace involve. What type of exciting tasks are involved, what does training consist of, what is good about the working environment and what makes us positively different from competing workplaces?
Feel free to use the bullet list if you want to describe examples of work tasks. For example:
Your work duties will include:
- Contribute to the collection and analysis of recovery stories among young adults.
- Develop the Norwegian and Sámi version of The Inventory of Characteristics of Recovery Stories (INCRESE).
- etc.
Qualifications
The qualification requirements that were established in the needs analysis must be clearly stated. Use a bullet list and distinguish between:
academic qualifications that the candidate must have academic qualifications you would like the candidate to have personal qualities the candidate must have personal qualities you would like the candidate to have
Remember that the announcement text is legally binding, i.e. none of the ‘must-have requirements’ can be waived when assessing the applicants.
We offer
In this paragraph, you must state what makes you an attractive workplace and why applicants should choose you. Is there the possibility of participating in networks, conferences, obtaining certifications, special training etc.? Our standard text covers the minimum requirements.
Be as specific as possible, but don’t promise too much!
Rediger ressurser-underkapittel
How to write a good announcement text - technical/administrative positions
The basis for the announcement text is the result of the needs analysis.
Remember that there is a lot of competition for the best talents. It is therefore important to write the announcement text in a way that attracts the candidates you want.
The heading and introduction are important
A good heading can be crucial in terms of whether an applicant chooses to click on the job announcement or not. Here is an example of three heading variations for exactly the same position:
- advisor
- permanent full-time position as a HR advisor
- would you like to work in an exciting and varied job within the field of HR management? – Permanent full-time position as a HR advisor.
Which heading did you like the most? There is no definitive answer, but the headline must relate to the position. The first example says very little about the position. The second example is more descriptive, and is the minimum requirement for what must be included in a heading for positions at UiT. To spice up the heading a little more, use keywords that describe the field of expertise as can be seen in the last example. Potential applicants often use keywords when searching for vacant positions, so the use of this method can be a good way of reaching the right candidates.
Wording
There are many ways in which an announcement text can be formulated. The most important thing is that the text is:
- clear
- precise
- informative
Avoid unnecessarily complicated language and be honest about the expectations associated with the position. The wording used in the text must be adapted to the candidates you want to recruit, and you should use a positive and inclusive tone so that it attracts a diverse range of candidates. Apart from that, feel free to use personal language and refer to the applicant as ‘you’.
Structure of the announcement text
We have prepared templates at UiT that provide guidance on how to structure announcement texts. Simplified, the structure can be illustrated as follows:
- about the position and workplace
- work duties
- contact information
- required qualifications
- we offer
- application
Your task is to write engaging texts in the various paragraphs.
About the position and workplace
This is the first thing the applicants see. The first paragraph provides information about which section, academic group, department or faculty the position is affiliated with and which subject area/project the position is associated with. After this, feel free to say something about the position that captures the reader’s interest. Take your time formulating the first sentences of the announcement text. This is where you present the most important information; a potential applicant only takes a few seconds to decide whether they want to read on.
In the next paragraph, feel free to inform about the workplace, especially if your place of work is at a campus/place of study other than Tromsø. Highlight something about the place that makes it attractive to move there, or refer to the municipality’s website if they provide good information describing what it is like to live in the municipality.
You can also include a brief description of the department or unit where the position is located, either in this paragraph, or in a separate paragraph.
Work duties
Describe the position’s work duties and responsibilities well so that the applicant receives a genuine picture of what the position and workplace involve. What type of exciting tasks are involved, what does training consist of, what is good about the working environment and what makes us positively different from competing workplaces?
Feel free to use the bullet list if you want to describe examples of work tasks. For example: Your work tasks will include
- HR administrative tasks
- employee recruitment and follow-up
- assist in receiving new employees
If it is likely that the tasks may change over time, it is a good idea to include a line stating that changes in tasks should be expected. It is also beneficial not to list too many tasks at once but rather focus on mentioning the main responsibilities of the position. This way, the applicant can gain a better understanding of what the position entails without being overwhelmed by the amount of information.
Qualifications
The qualification requirements that were established in the needs analysis must be clearly stated. Use a bullet list and distinguish between:
- academic qualifications that the candidate must have
- academic qualifications you would like the candidate to have
- personal qualities the candidate must have
- personal qualities you would like the candidate to have
Remember that the announcement text is legally binding, i.e. none of the ‘must-have requirements’ can be waived when assessing the applicants.
We offer
In this paragraph, you must state what makes you an attractive workplace and why applicants should choose you. Is there the possibility of participating in networks, conferences, obtaining certifications, special training etc.? Our standard text covers the minimum requirements.
Be as specific as possible, but don’t promise too much!
Rediger ressurser-underkapittel
Qualification conditions - Academic positions
Permanent teaching and research positions can be announced with the possibility of temporary employment for up to three years based on qualification conditions (see Section 6-5 (1) of the Act relating to Universities and University Colleges). The appointment becomes permanent if the applicant is found qualified during the 3-year period.
The following circumstances provide the possibility of employment based on qualification conditions:
- insufficient academic qualifications, and/or
- insufficient educational competence if higher educational competence requirements have been stipulated in relation to those set out in Section 4.5 of the supplementary provisions.
It may be relevant to facilitate temporary employment based on qualification conditions for positions with a low recruitment base.
Note that the possibility of employment based on qualification conditions for academic competence will be discontinued in the new Act relating to Universities and University Colleges that enters into force on 01.08.2024.
Rediger ressurser-underkapittel
Project description - PhD Fellow position
If applicants must submit a project description or project outline as part of their application, the requirements for the description/outline should be clearly stated in the announcement text.
The Recruitment Service has written a suggested project description text that can be used as a starting point and adapted to the position in question:
"Applicants must submit a project description/project outline that presents the academic basis for the doctoral project. The project description/project outline must not exceed X pages, including literature references. It must include a description of the topic, research question and an explanation of the choices made. The final project description will be developed in collaboration with the academic supervisor. It is important that the applicant has an appropriate background and is motivated to work on the project."
It can be challenging for candidates to develop a complete project description on their own. Experience has shown that it may be more appropriate to request a project outline and that the final project description is developed in collaboration with the academic supervisor.
Rediger ressurser-underkapittel
About announcements
As standard, all job advertisements at UiT The Arctic University of Norway are published on Jobbnorge, LinkedIn, NAV.no, and forskning.no. All job advertisements in English are also published via EURAXESS, which is a European researcher mobility portal for scientific positions.
For positions where you want a broader applicant pool, or for fields that are difficult to recruit for, you should consider advertising in additional channels beyond the standard. Advertising can not only lead to more and better applicants – it also increases visibility for your unit and UiT, which is positive for UiT's reputation.
Perhaps the best-qualified candidates are not actively looking for a new job? It can then be advantageous that your job advertisement is displayed where these candidates frequent. UiT has a framework agreement with Jobbnorge for purchasing advertising, and they offer various package solutions. It is also possible to order advertising from a single provider. Below you will see an overview of some options:
| What/Where | Contents | Price |
| Small digital package |
Targeted at the relevant audience and published on Facebook (Meta) and LinkedIn or Snapchat. Reach: 50 - 100,000 views |
NOK 22 995,- |
| Medium digital package |
Targeted at the relevant audience with unique job data and published as banner ads in online newspapers and on Facebook (Meta) or LinkedIn. Reach: 150 - 295,000 views |
NOK 39 995,- |
| Large digital package |
Targeted at the relevant audience with unique job data and published as banner ads in online newspapers and on Facebook (Meta) and LinkedIn. Reach: 225 - 435,000 views |
NOK 63 995,- |
| Finn.no | Finn.no is Norway's largest marketplace and a major portal for job advertisements for active job seekers. A job advertisement is active for up to 42 days from publication, but additional periods can be ordered. | NOK 11 500,- |
| Facebook/Instagram | Targeted campaign aimed at the channel's algorithms and available data, which is relevant for the target audience. | According to the set budget |
| Targeted campaign aimed at specific industries and job titles, based on relevant data and the algorithms available on LinkedIn. | According to the set budget | |
| LinkedIn Premium |
By using LinkedIn's advanced job matching algorithms, your job is matched with qualified candidates and recommended to them in their LinkedIn feed, job start tab, job search, as well as via email and mobile alerts. Duration 30 days. |
NOK 7 995,- |
| Snapchat | Looking for Generation Z for your vacancy? 2.98 million Norwegians have a profile on the channel and the age group 18-29 years is the most active. | According to the set budget |
| Amedia | Carousel in four optional newspapers at Amedia. Amedia has over 100 newspapers across Norway and over 2.1 million readers daily. Be visible on the front page of the local online newspaper and in the national job base. | NOK 4,000 |
Subject to change in price (prices as of 03.02.2026).
The case officer at the Recruitment Services manages the ordering of advertising/announcements. Contact your Recruitment Services contact or rekrutteringstjenesten@uit.no for more information, to see other options or to receive an advertising/announcement offer. If you wish to order advertising, you will need to have a purchase order to do so.
Publishing on UiT’s LinkedIn page
The Recruitment Service can publish a limited selection of positions on UiT’s official LinkedIn page. If you wish to publish in this channel, please send a request to the Recruitment Service. Publishing the position on UiT’s LinkedIn profile will not reach as many potential candidates compared to ordering a targeted campaign on LinkedIn. Feel free to take advantage of the network of those already working in the research group/section you are recruiting for – maybe someone has a former colleague, a former student friend or another acquaintance who is interested in the position?
How to write a good announcement text - academic positions
The basis for the announcement text is the result of the needs analysis.
Remember that there is a lot of competition for the best talents. It is therefore important to write the announcement text in a way that attracts the candidates you want.
The heading and introduction are important
A good heading can be crucial in terms of whether an applicant chooses to click on the job announcement or not. Here is an example of three heading variations for exactly the same position:
- Post-doctoral research fellow
- Post-doctoral research fellow in mental health
- Would you like to contribute to new knowledge about recovery stories? – Post-doctoral research fellow in mental health.
Which heading did you like the most? There is no definitive answer, but the headline must relate to the position. The first example says very little about the position. The second example is more descriptive, and is the minimum requirement for what must be included in a heading for positions at UiT. To spice up the heading a little more, use keywords that describe the field of expertise as can be seen in the last example. Potential applicants often use keywords when searching for vacant positions, so the use of this method can be a good way of reaching the right candidates.
Wording
There are many ways in which an announcement text can be formulated. The most important thing is that the text is:
- clear
- precise
- informative
Avoid unnecessarily complicated language and be honest about the expectations associated with the position. The wording used in the text must be adapted to the candidates you want to recruit, and you should use a positive and inclusive tone so that it attracts a diverse range of candidates. Apart from that, feel free to use personal language and refer to the applicant as ‘you’.
Structure of the announcement text
UiT has announcement templates that help guide the structure of an announcement text. You must contribute text to the points below
- about the position and workplace
- the position’s area of responsibility/research area
- contact information
- qualifications
- we offer
- application
UiT’s templates also contain standard text for use in several areas, such as:
- inclusive working life and diversity
- about UiT/the faculty
- educational expertise requirements
- admission to PhD programmes
- general information about working and pay conditions, employment regulations.
The Recruitment Service ensures that information relevant to the position in question is included in the announcement text.
About the position and the workplace
This is the first thing the applicants see. The first paragraph should state which department and faculty the position is affiliated with, which subject area/project the position is within and which research group it is associated with. After this, feel free to say something about the position that captures the reader’s interest. Take your time formulating the first sentences of the announcement text. This is where you present the most important information; a potential applicant only takes a few seconds to decide whether they want to read on.
In the next paragraph, feel free to inform about the workplace, especially if your place of work is at a campus/place of study other than Tromsø. Highlight something about the place that makes it attractive to move there, or refer to the municipality’s website if they provide good information describing what it is like to live in the municipality.
You can also include a brief description of the department or unit where the position is located, either in this paragraph, or in a separate paragraph.
The position’s area of responsibility/research area
Describe the position’s work duties and responsibilities well so that the applicant receives a genuine picture of what the position and workplace involve. What type of exciting tasks are involved, what does training consist of, what is good about the working environment and what makes us positively different from competing workplaces?
Feel free to use the bullet list if you want to describe examples of work tasks. For example:
Your work duties will include:
- Contribute to the collection and analysis of recovery stories among young adults.
- Develop the Norwegian and Sámi version of The Inventory of Characteristics of Recovery Stories (INCRESE).
- etc.
Qualifications
The qualification requirements that were established in the needs analysis must be clearly stated. Use a bullet list and distinguish between:
academic qualifications that the candidate must have academic qualifications you would like the candidate to have personal qualities the candidate must have personal qualities you would like the candidate to have
Remember that the announcement text is legally binding, i.e. none of the ‘must-have requirements’ can be waived when assessing the applicants.
We offer
In this paragraph, you must state what makes you an attractive workplace and why applicants should choose you. Is there the possibility of participating in networks, conferences, obtaining certifications, special training etc.? Our standard text covers the minimum requirements.
Be as specific as possible, but don’t promise too much!
How to write a good announcement text - technical/administrative positions
The basis for the announcement text is the result of the needs analysis.
Remember that there is a lot of competition for the best talents. It is therefore important to write the announcement text in a way that attracts the candidates you want.
The heading and introduction are important
A good heading can be crucial in terms of whether an applicant chooses to click on the job announcement or not. Here is an example of three heading variations for exactly the same position:
- advisor
- permanent full-time position as a HR advisor
- would you like to work in an exciting and varied job within the field of HR management? – Permanent full-time position as a HR advisor.
Which heading did you like the most? There is no definitive answer, but the headline must relate to the position. The first example says very little about the position. The second example is more descriptive, and is the minimum requirement for what must be included in a heading for positions at UiT. To spice up the heading a little more, use keywords that describe the field of expertise as can be seen in the last example. Potential applicants often use keywords when searching for vacant positions, so the use of this method can be a good way of reaching the right candidates.
Wording
There are many ways in which an announcement text can be formulated. The most important thing is that the text is:
- clear
- precise
- informative
Avoid unnecessarily complicated language and be honest about the expectations associated with the position. The wording used in the text must be adapted to the candidates you want to recruit, and you should use a positive and inclusive tone so that it attracts a diverse range of candidates. Apart from that, feel free to use personal language and refer to the applicant as ‘you’.
Structure of the announcement text
We have prepared templates at UiT that provide guidance on how to structure announcement texts. Simplified, the structure can be illustrated as follows:
- about the position and workplace
- work duties
- contact information
- required qualifications
- we offer
- application
Your task is to write engaging texts in the various paragraphs.
About the position and workplace
This is the first thing the applicants see. The first paragraph provides information about which section, academic group, department or faculty the position is affiliated with and which subject area/project the position is associated with. After this, feel free to say something about the position that captures the reader’s interest. Take your time formulating the first sentences of the announcement text. This is where you present the most important information; a potential applicant only takes a few seconds to decide whether they want to read on.
In the next paragraph, feel free to inform about the workplace, especially if your place of work is at a campus/place of study other than Tromsø. Highlight something about the place that makes it attractive to move there, or refer to the municipality’s website if they provide good information describing what it is like to live in the municipality.
You can also include a brief description of the department or unit where the position is located, either in this paragraph, or in a separate paragraph.
Work duties
Describe the position’s work duties and responsibilities well so that the applicant receives a genuine picture of what the position and workplace involve. What type of exciting tasks are involved, what does training consist of, what is good about the working environment and what makes us positively different from competing workplaces?
Feel free to use the bullet list if you want to describe examples of work tasks. For example: Your work tasks will include
- HR administrative tasks
- employee recruitment and follow-up
- assist in receiving new employees
If it is likely that the tasks may change over time, it is a good idea to include a line stating that changes in tasks should be expected. It is also beneficial not to list too many tasks at once but rather focus on mentioning the main responsibilities of the position. This way, the applicant can gain a better understanding of what the position entails without being overwhelmed by the amount of information.
Qualifications
The qualification requirements that were established in the needs analysis must be clearly stated. Use a bullet list and distinguish between:
- academic qualifications that the candidate must have
- academic qualifications you would like the candidate to have
- personal qualities the candidate must have
- personal qualities you would like the candidate to have
Remember that the announcement text is legally binding, i.e. none of the ‘must-have requirements’ can be waived when assessing the applicants.
We offer
In this paragraph, you must state what makes you an attractive workplace and why applicants should choose you. Is there the possibility of participating in networks, conferences, obtaining certifications, special training etc.? Our standard text covers the minimum requirements.
Be as specific as possible, but don’t promise too much!
Qualification conditions - Academic positions
Permanent teaching and research positions can be announced with the possibility of temporary employment for up to three years based on qualification conditions (see Section 6-5 (1) of the Act relating to Universities and University Colleges). The appointment becomes permanent if the applicant is found qualified during the 3-year period.
The following circumstances provide the possibility of employment based on qualification conditions:
- insufficient academic qualifications, and/or
- insufficient educational competence if higher educational competence requirements have been stipulated in relation to those set out in Section 4.5 of the supplementary provisions.
It may be relevant to facilitate temporary employment based on qualification conditions for positions with a low recruitment base.
Note that the possibility of employment based on qualification conditions for academic competence will be discontinued in the new Act relating to Universities and University Colleges that enters into force on 01.08.2024.
Project description - PhD Fellow position
If applicants must submit a project description or project outline as part of their application, the requirements for the description/outline should be clearly stated in the announcement text.
The Recruitment Service has written a suggested project description text that can be used as a starting point and adapted to the position in question:
"Applicants must submit a project description/project outline that presents the academic basis for the doctoral project. The project description/project outline must not exceed X pages, including literature references. It must include a description of the topic, research question and an explanation of the choices made. The final project description will be developed in collaboration with the academic supervisor. It is important that the applicant has an appropriate background and is motivated to work on the project."
It can be challenging for candidates to develop a complete project description on their own. Experience has shown that it may be more appropriate to request a project outline and that the final project description is developed in collaboration with the academic supervisor.
About announcements
As standard, all job advertisements at UiT The Arctic University of Norway are published on Jobbnorge, LinkedIn, NAV.no, and forskning.no. All job advertisements in English are also published via EURAXESS, which is a European researcher mobility portal for scientific positions.
For positions where you want a broader applicant pool, or for fields that are difficult to recruit for, you should consider advertising in additional channels beyond the standard. Advertising can not only lead to more and better applicants – it also increases visibility for your unit and UiT, which is positive for UiT's reputation.
Perhaps the best-qualified candidates are not actively looking for a new job? It can then be advantageous that your job advertisement is displayed where these candidates frequent. UiT has a framework agreement with Jobbnorge for purchasing advertising, and they offer various package solutions. It is also possible to order advertising from a single provider. Below you will see an overview of some options:
| What/Where | Contents | Price |
| Small digital package |
Targeted at the relevant audience and published on Facebook (Meta) and LinkedIn or Snapchat. Reach: 50 - 100,000 views |
NOK 22 995,- |
| Medium digital package |
Targeted at the relevant audience with unique job data and published as banner ads in online newspapers and on Facebook (Meta) or LinkedIn. Reach: 150 - 295,000 views |
NOK 39 995,- |
| Large digital package |
Targeted at the relevant audience with unique job data and published as banner ads in online newspapers and on Facebook (Meta) and LinkedIn. Reach: 225 - 435,000 views |
NOK 63 995,- |
| Finn.no | Finn.no is Norway's largest marketplace and a major portal for job advertisements for active job seekers. A job advertisement is active for up to 42 days from publication, but additional periods can be ordered. | NOK 11 500,- |
| Facebook/Instagram | Targeted campaign aimed at the channel's algorithms and available data, which is relevant for the target audience. | According to the set budget |
| Targeted campaign aimed at specific industries and job titles, based on relevant data and the algorithms available on LinkedIn. | According to the set budget | |
| LinkedIn Premium |
By using LinkedIn's advanced job matching algorithms, your job is matched with qualified candidates and recommended to them in their LinkedIn feed, job start tab, job search, as well as via email and mobile alerts. Duration 30 days. |
NOK 7 995,- |
| Snapchat | Looking for Generation Z for your vacancy? 2.98 million Norwegians have a profile on the channel and the age group 18-29 years is the most active. | According to the set budget |
| Amedia | Carousel in four optional newspapers at Amedia. Amedia has over 100 newspapers across Norway and over 2.1 million readers daily. Be visible on the front page of the local online newspaper and in the national job base. | NOK 4,000 |
Subject to change in price (prices as of 03.02.2026).
The case officer at the Recruitment Services manages the ordering of advertising/announcements. Contact your Recruitment Services contact or rekrutteringstjenesten@uit.no for more information, to see other options or to receive an advertising/announcement offer. If you wish to order advertising, you will need to have a purchase order to do so.
Publishing on UiT’s LinkedIn page
The Recruitment Service can publish a limited selection of positions on UiT’s official LinkedIn page. If you wish to publish in this channel, please send a request to the Recruitment Service. Publishing the position on UiT’s LinkedIn profile will not reach as many potential candidates compared to ordering a targeted campaign on LinkedIn. Feel free to take advantage of the network of those already working in the research group/section you are recruiting for – maybe someone has a former colleague, a former student friend or another acquaintance who is interested in the position?
Chapter 3 - Evaluation
[Skriv innhold her]
Rediger ressurser-underkapittel
Indirect impartiality
The website is under construction. Text is pending.
Rediger ressurser-underkapittel
Evaluation Commitees - Composition
PhD Fellow
- At least 2 members.
- Members must have at least Associate Professor qualifications.
- At least one of the members must have supervision experience at the doctoral level or have completed training as a supervisor for doctoral candidates.
- Both genders should be represented, if possible.
Postdoctoral Research Fellow
- At least 2 members within the field of the position.
- At least one member must have full professorship qualifications.
- he other member must have at least Associate Professor qualifications.
- At least one member of the committee must be employed at an institution responsible for doctoral education.
- Both genders should be represented, if possible.
Lecturer
- At least 2 members, where at least one must have qualifications as a University College Lecturer and one must have at least qualifications as a Lecturer.
- Both genders should be represented, if possible.
The expert committee must have a chairperson, who may be internal.
University College Lecturer
- At least 2 members, where at least one must have qualifications as a Senior Lecturer or Associate Professor and one must have at least qualifications as a University College Lecturer.
- Both genders should be represented, if possible.
The expert committee must have a chairperson, who may be internal.
Senior Lecturer
- At least 3 members, of which at least one must have Dosent professor qualifications and the others must have at least Senior Lecturer qualifications. At least two of the members must have expertise in the same field as the applicant.
- Both genders must be represented.
The chairperson of the expert committee must be external. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Associate Professor
- At least 3 members, of which at least one must have Professor qualifications and the others must have at least Associate Professor qualifications. At least two of the members must have expertise in the same field as the applicant.
- Both genders must be represented.
One of the members of the expert committee is appointed as the chairperson. The chairperson of the expert committee must be external. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Dosent professor
- At least 3 members with qualifications equivalent to a Norwegian Dosent. At least two of the members must have expertise in the same field as the applicant.
- As far as possible, and in fields where it is appropriate, one of the members should be from another country.
- Both genders must be represented.
One of the members of the expert committee is appointed as the chairperson. The chairperson of the expert committee must be external. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Professor
- At least 3 members with Professor qualifications. At least two of the members must have expertise in the same field as the applicant.
- As far as possible, and in fields where it is appropriate, one of the members should be from another country.
- Both genders must be represented.
One of the members of the expert committee is appointed as the chairperson. The chairperson of the expert committee must be external. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Researcher Code 1109
- At least 3 members, of which at least one must have Professor qualifications or Researcher 1183-level qualifications, and the others must have at least Associate Professor or researcher 1109-level qualifications. At least two of the members must have expertise in the same field as the applicant.
- At least one of the members must be external.
- Both genders must be represented.
One of the members of the expert committee is appointed as the chairperson. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Researcher Code 1108
- At least 2 members, where at least one must have qualifications as an Associate Professor or Researcher 1109-level, and one must have at least qualifications as Researcher 1108.
- Both genders should be represented, if possible.
The expert committee must have a chairperson, who may be internal.
Top-Level Qualifications: Professor, Dosent professor, Researcher 1183, and adjunct positions at the same level.
Associate Professor Qualifications: Associate Professor, Postdoctoral Fellow, and Researcher Code 1109.
Senior-Level Qualifications: Associate Professor, Senior Lecturer, Researcher Code 1109/1110, and adjunct positions at the same level.
Rediger ressurser-underkapittel
Approval of assessment report
The information below applies to teaching and research positions, postdoctoral research fellows and doctoral research fellows. For technical/administrative positions, assessment and interviews are conducted at the same stage. Go to the stage 4, interviews.
Who approves the assessment report?
The recommending authority/Head of Department approves the assessment report for appointments to academic positions. The Head of Department checks whether the assessment report is adequate and carried out in a proper manner, and that the basis for the committee’s assessments are the criteria and requirements stated in the announcement text.
- Qualification requirements for the different positions can be found in Section 2.2, 11.2, 11.3 and 11.5 of the Supplementary provisions.*
- Educational competence requirements can be found in Section 2.2.5 of the Supplementary provisions.*
The Head of Department must check:
- Are all candidates discussed/accounted for? This includes a brief review of candidates who are not qualified for the position.
- Has a sufficient number of qualified candidates been ranked? Normally, the assessment committee must rank a minimum of three qualified applicants.
- Has the assessment committee written descriptions/reviews that are too personal? (the committee must not discuss personal suitability or motivation)
- Is employment based on qualification conditions relevant? Has the ranking been carried out correctly?
- Has the principle of equal treatment been observed?
- For teaching and research positions: Is educational competence assessed?
Proceedings regarding approval of report
1. The case officer at the Recruitment Services reviews the received report from the committee chairperson.
2. The case officer submits the report to the Head of Department (and the Office of the Dean for the Faculty of Humanities, Social Sciences and Education) for approval.
3. If the Head of Department finds discrepancies in the report, then these are first addressed with the assessment committee, with the aim of agreeing on an adjustments before approval. If the assessment committee is of the opinion that their original report should be approved as it is, then there are different choices for the process moving forwards. The recommending authority’s relationship with the assessment committee’s assessments is outlined in Section 6.2.1 of the Supplementary Provisions*
The applicants’ right to access the assessment report and the opportunity to provide comments.
The Recruitment Services sends an approved assessment report to the applicants, who are given the right to access the report and the opportunity to comment on the assessment committee’s assessments within a set deadline.
Comments from applicants are sent to the assessment committee by the committee chairperson, who assesses whether the comment affects the ranking and then writes a response to the applicant.
Applicants have a duty of confidentiality and can only use the information to check whether an adequate assessment has been made.
*Link to supplementary provisions:
Rediger ressurser-underkapittel
Remuration for external members
External members of the evaluation committee will receive remuneration for the assignment. For members who are employed by UiT The Arctic University of Norway, the work is considered part of regular duties.
The remuneration amount is determined based on:
-
the position category being assessed,
-
the number of applicants, and
-
the committee member’s position code.
The calculation of the remuneration fee is based on the time required for the assignment. The estimated number of hours is weighted according to the number of applicants.
Rediger ressurser-underkapittel
The commitee's mandate
The assessment committee must conduct a professional assessment of the applicants’ qualifications based on:
- submitted written documentation from the applicants.
- the announcement text for the position.
The committee must not comment on questions of equality, preferential rights, personal suitability or similar.
The committee must assess:
- The applicants’ academic and/or artistic qualifications in relation to the requirements specified in the announcement text.
- The applicants’ educational competence in relation to the requirements specified in the announcement text (applies to teaching and research positions).
- Other documented academic/professional qualifications specified in the announcement text.
Chairperson of the committee
One of the members of the committee is appointed as chairperson. In addition to participating in the assessment, the chairperson must coordinate the work of the committee and ensure the progress of the work.
Special experts
The assessment committee may request the appointment of special experts to comment on parts of the applicants’ production, and also on the applicants’ educational competence.
*UiT’s provisions regarding the committee’s mandate:
Rediger ressurser-underkapittel
Assess academic qualifications and educational competence
Information is written in a pdf document in the document archive.
Rediger ressurser-underkapittel
Assess academic qualifications - Researcher
The webpage is under construction. Until adapted information for research positions is in place, you can follow ‘Assess academic qualification and eductional competence’ where this is appropriate for teaching and research positions.
Rediger ressurser-underkapittel
Assess academic qualifications -Postdoctoral Research Fellow and PhD Fellow
The information below applies to the assessment of candidates for postdoctoral research fellow and doctoral research fellow positions.
Assessment
- The assessment committee must assess:
- applicants’ academic and/or artistic qualifications in relation to the requirements specified in the announcement text (individually or in groups).
- other documented academic qualifications specified in the announcement text.
- Make a note of conditions/circumstances that disqualify candidates from being appointed to the position. Relevant applicants must not be assessed:
- Applicants who have already obtained a doctoral degree or have equivalent qualifications must not be employed in doctoral research fellowship positions, even if the doctoral degree has been taken outside the fellowship’s field of study.
- Candidates who have applied for postdoctoral research fellow positions who have held a postdoctoral position at UiT. No one may hold more than one fixed-term position as a post-doctoral research fellow at the same institution.
- The requirements specified in the announcement text are legally binding. The committee’s assessment of the candidates must be based on these requirements.
- Only what is listed as necessary requirements (must-have requirements) in the announcement text can be used exclusively in assessing whether a candidate is qualified or not. All must-have requirements must be met for the candidate to be qualified for the position.
- The requirements that are stipulated as desirable/advantageous etc. cannot be used to exclude applicants, but are used to assess and rank the qualified candidates.
- The committee must not assess the applicant’s personal suitability or motivation.
- The assessment must focus on the quality, relevance and importance of the research work and not where the work is published. See principles in DORA and CoARA for good practice in quality assessments.
- The committee may request that one or more pieces of work be submitted for assessment if there is any doubt about the applicant’s competence. The committee chairperson will contact the Recruitment Services, which will then request documentation from the applicant. The Recruitment Service must ensure equal treatment of the candidates.
Ranking
- If there are several qualified applicants for the position, three applicants must normally be ranked.
- If the committee finds that two or more applicants are equally qualified, these applicants must receive the same ranking. In this context, ‘equally qualified’ must be broadly interpreted.
Guidelines for assessment at UiT pursuant to Chapter 4 of the Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway
Rediger ressurser-underkapittel
About the assessment report
The information below applies to teaching and research positions, postdoctoral research fellow and doctoral research fellow positions.
An assessment report is an independent and professional assessment and quality assurance in the appointment process.
- The assessment report must contain a systematic and structured overview of the individual applicant’s qualifications that are relevant based on the requirements in the announcement text.
- The committee’s report must:
- highlight the differences between candidates,
- give grounds for the ranking of candidates, and
- rank at least three candidates.
- The assessment must make clear who is qualified for the position in question.
- All applicants must be referred to, but the assessment should focus most on the best qualified applicants.
- For teaching and research positions, it must be stated whether applicants meet educational competence requirements.
- If a position is announced with the possibility of employment based on qualification conditions. This must be referred to in the report.
The committee must not comment on questions of equality, preferential rights, personal suitability or similar.
As a general rule, the Evaluation Committee must make a joint statement, and grounds must be given for any dissent expressed in a joint statement. Grounds must be given for any dissent in the committee and will accompany the assessment in further proceedings.
The assessment should be available within one month, calculated from the date the committee has received the material that forms the basis for the assessment. If the committee is of the opinion that the deadline must be extended, the committee must notify the Recruitment Services before the deadline expires.
The assessment is signed by all members of the committee and sent to the Recruitment Services, e-mail: rekrutteringstjenesten@uit.no
The assessment forms the basis for further proceedings and invitations to interviews in the appointment case.
Rediger ressurser-underkapittel
Management of comments
The Recruitment Services must send the assessment report to the applicants as soon as it has been completed and approved by the recommending authority/Office of the Dean for the Faculty of Humanities, Social Sciences and Education.
Applicants do not have the right to appeal against the professional assessment but have the opportunity to comment on the assessment committee’s assessment within a given deadline. The purpose of this arrangement is to give applicants the opportunity to correct any misunderstandings.
Procedure for comments:
- Applicants must send their comments in writing to the Recruitment Services.
- The Recruitment Services forwards the comments to the assessment committee via the committee chairperson.
- The assessment committee must evaluate whether the comment affects the applicant and the final ranking of the applicants.
- The committee's response is conveyed to the applicant.
Comments and responses to comments will accompany the case up to an appointment decision.
Rediger ressurser-underkapittel
Explanation of the Admission Services' evaluation
The Admission Services registers the evaluation of the applicants in Jobbnorge. To see a more detailed assessment of each applicant, click on the applicant’s name in Jobbnorge.
Applicants are marked either with the status 'covers minimum requirement' or 'not qualified.' 'Covers minimum requirements' means the applicant fulfills the admission requirements and should be evaluated. You do not need to evaluate applicants marked 'not qualified,' but they must be mentioned in the evaluation report.
Important! If an applicant is marked with a label in addition to 'meets minimum requirements,' please take note of the following:
The label “PhD Missing master's documentation” (Ph.d. Mangler dokumentasjon master) - the applicant is qualified if they provide documentation of completed master's studies before commencement of the position.
The label “PhD Missing English documentation” (Ph.d. Mangler dokumentasjon engelsk) - the applicant is qualified if they provide documentation of English proficiency before commencement of the position.
The label “PhD Uncertain – special assessment Lisbon Convention” (Ph.d. Usikker – særskilt vurdering Lisboakonv.) - the applicant holds a master's degree with a duration of less than two years. The committee must assess whether the applicant's education is equivalent to a Norwegian master's degree or if there are significant differences between these educations, uhl §3-5 (3). Please the document Evaluation of applicants with foreign education for PhD position (Lisboa) for a detailed description of what constitutes 'significant differences.'
Rediger ressurser-underkapittel
Evaluation of candidates in the final stages of their master's degree
Check the conditions set in the announcement text for candidates in the final stages of their master's degree, and assess whether the candidates meet these conditions. These candidates are marked with the label "Ph.D. - Missing master's documentation" (Ph.d. Mangler dokumentasjon master) by the Admissions Services in Jobbnorge.
The position is advertised with one of the following options:
Option 1: Qualification with a master’s degree is required before commencement in the position. If the candidate is near completion of their master’s degree, they may still apply and submit a draft version of the thesis and a statement from their supervisor or institution indicating when the degree will be obtained. The candidate must still submit their transcript of grades for the master’s degree with their application.
Option 2: Qualification with a master’s degree is required before commencement in the position. The candidate may still apply if they are in the final stages of the master’s degree, but the master’s thesis must be submitted for evaluation within the application deadline. The candidate must submit the thesis and transcript of grades for the master’s degree with their application.
Rediger ressurser-underkapittel
Assess and, if applicable, carry out pre-screening of applicants
The website is under construction. Text is pending.
Indirect impartiality
The website is under construction. Text is pending.
Evaluation Commitees - Composition
PhD Fellow
- At least 2 members.
- Members must have at least Associate Professor qualifications.
- At least one of the members must have supervision experience at the doctoral level or have completed training as a supervisor for doctoral candidates.
- Both genders should be represented, if possible.
Postdoctoral Research Fellow
- At least 2 members within the field of the position.
- At least one member must have full professorship qualifications.
- he other member must have at least Associate Professor qualifications.
- At least one member of the committee must be employed at an institution responsible for doctoral education.
- Both genders should be represented, if possible.
Lecturer
- At least 2 members, where at least one must have qualifications as a University College Lecturer and one must have at least qualifications as a Lecturer.
- Both genders should be represented, if possible.
The expert committee must have a chairperson, who may be internal.
University College Lecturer
- At least 2 members, where at least one must have qualifications as a Senior Lecturer or Associate Professor and one must have at least qualifications as a University College Lecturer.
- Both genders should be represented, if possible.
The expert committee must have a chairperson, who may be internal.
Senior Lecturer
- At least 3 members, of which at least one must have Dosent professor qualifications and the others must have at least Senior Lecturer qualifications. At least two of the members must have expertise in the same field as the applicant.
- Both genders must be represented.
The chairperson of the expert committee must be external. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Associate Professor
- At least 3 members, of which at least one must have Professor qualifications and the others must have at least Associate Professor qualifications. At least two of the members must have expertise in the same field as the applicant.
- Both genders must be represented.
One of the members of the expert committee is appointed as the chairperson. The chairperson of the expert committee must be external. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Dosent professor
- At least 3 members with qualifications equivalent to a Norwegian Dosent. At least two of the members must have expertise in the same field as the applicant.
- As far as possible, and in fields where it is appropriate, one of the members should be from another country.
- Both genders must be represented.
One of the members of the expert committee is appointed as the chairperson. The chairperson of the expert committee must be external. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Professor
- At least 3 members with Professor qualifications. At least two of the members must have expertise in the same field as the applicant.
- As far as possible, and in fields where it is appropriate, one of the members should be from another country.
- Both genders must be represented.
One of the members of the expert committee is appointed as the chairperson. The chairperson of the expert committee must be external. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Researcher Code 1109
- At least 3 members, of which at least one must have Professor qualifications or Researcher 1183-level qualifications, and the others must have at least Associate Professor or researcher 1109-level qualifications. At least two of the members must have expertise in the same field as the applicant.
- At least one of the members must be external.
- Both genders must be represented.
One of the members of the expert committee is appointed as the chairperson. In addition to participating in the evaluation, the chairperson must coordinate the work of the expert committee and ensure the progress of the work.
Researcher Code 1108
- At least 2 members, where at least one must have qualifications as an Associate Professor or Researcher 1109-level, and one must have at least qualifications as Researcher 1108.
- Both genders should be represented, if possible.
The expert committee must have a chairperson, who may be internal.
Top-Level Qualifications: Professor, Dosent professor, Researcher 1183, and adjunct positions at the same level.
Associate Professor Qualifications: Associate Professor, Postdoctoral Fellow, and Researcher Code 1109.
Senior-Level Qualifications: Associate Professor, Senior Lecturer, Researcher Code 1109/1110, and adjunct positions at the same level.
Approval of assessment report
The information below applies to teaching and research positions, postdoctoral research fellows and doctoral research fellows. For technical/administrative positions, assessment and interviews are conducted at the same stage. Go to the stage 4, interviews.
Who approves the assessment report?
The recommending authority/Head of Department approves the assessment report for appointments to academic positions. The Head of Department checks whether the assessment report is adequate and carried out in a proper manner, and that the basis for the committee’s assessments are the criteria and requirements stated in the announcement text.
- Qualification requirements for the different positions can be found in Section 2.2, 11.2, 11.3 and 11.5 of the Supplementary provisions.*
- Educational competence requirements can be found in Section 2.2.5 of the Supplementary provisions.*
The Head of Department must check:
- Are all candidates discussed/accounted for? This includes a brief review of candidates who are not qualified for the position.
- Has a sufficient number of qualified candidates been ranked? Normally, the assessment committee must rank a minimum of three qualified applicants.
- Has the assessment committee written descriptions/reviews that are too personal? (the committee must not discuss personal suitability or motivation)
- Is employment based on qualification conditions relevant? Has the ranking been carried out correctly?
- Has the principle of equal treatment been observed?
- For teaching and research positions: Is educational competence assessed?
Proceedings regarding approval of report
1. The case officer at the Recruitment Services reviews the received report from the committee chairperson.
2. The case officer submits the report to the Head of Department (and the Office of the Dean for the Faculty of Humanities, Social Sciences and Education) for approval.
3. If the Head of Department finds discrepancies in the report, then these are first addressed with the assessment committee, with the aim of agreeing on an adjustments before approval. If the assessment committee is of the opinion that their original report should be approved as it is, then there are different choices for the process moving forwards. The recommending authority’s relationship with the assessment committee’s assessments is outlined in Section 6.2.1 of the Supplementary Provisions*
The applicants’ right to access the assessment report and the opportunity to provide comments.
The Recruitment Services sends an approved assessment report to the applicants, who are given the right to access the report and the opportunity to comment on the assessment committee’s assessments within a set deadline.
Comments from applicants are sent to the assessment committee by the committee chairperson, who assesses whether the comment affects the ranking and then writes a response to the applicant.
Applicants have a duty of confidentiality and can only use the information to check whether an adequate assessment has been made.
*Link to supplementary provisions:
Remuration for external members
External members of the evaluation committee will receive remuneration for the assignment. For members who are employed by UiT The Arctic University of Norway, the work is considered part of regular duties.
The remuneration amount is determined based on:
-
the position category being assessed,
-
the number of applicants, and
-
the committee member’s position code.
The calculation of the remuneration fee is based on the time required for the assignment. The estimated number of hours is weighted according to the number of applicants.
The commitee's mandate
The assessment committee must conduct a professional assessment of the applicants’ qualifications based on:
- submitted written documentation from the applicants.
- the announcement text for the position.
The committee must not comment on questions of equality, preferential rights, personal suitability or similar.
The committee must assess:
- The applicants’ academic and/or artistic qualifications in relation to the requirements specified in the announcement text.
- The applicants’ educational competence in relation to the requirements specified in the announcement text (applies to teaching and research positions).
- Other documented academic/professional qualifications specified in the announcement text.
Chairperson of the committee
One of the members of the committee is appointed as chairperson. In addition to participating in the assessment, the chairperson must coordinate the work of the committee and ensure the progress of the work.
Special experts
The assessment committee may request the appointment of special experts to comment on parts of the applicants’ production, and also on the applicants’ educational competence.
*UiT’s provisions regarding the committee’s mandate:
Assess academic qualifications and educational competence
Information is written in a pdf document in the document archive.
Assess academic qualifications - Researcher
The webpage is under construction. Until adapted information for research positions is in place, you can follow ‘Assess academic qualification and eductional competence’ where this is appropriate for teaching and research positions.
Assess academic qualifications -Postdoctoral Research Fellow and PhD Fellow
The information below applies to the assessment of candidates for postdoctoral research fellow and doctoral research fellow positions.
Assessment
- The assessment committee must assess:
- applicants’ academic and/or artistic qualifications in relation to the requirements specified in the announcement text (individually or in groups).
- other documented academic qualifications specified in the announcement text.
- Make a note of conditions/circumstances that disqualify candidates from being appointed to the position. Relevant applicants must not be assessed:
- Applicants who have already obtained a doctoral degree or have equivalent qualifications must not be employed in doctoral research fellowship positions, even if the doctoral degree has been taken outside the fellowship’s field of study.
- Candidates who have applied for postdoctoral research fellow positions who have held a postdoctoral position at UiT. No one may hold more than one fixed-term position as a post-doctoral research fellow at the same institution.
- The requirements specified in the announcement text are legally binding. The committee’s assessment of the candidates must be based on these requirements.
- Only what is listed as necessary requirements (must-have requirements) in the announcement text can be used exclusively in assessing whether a candidate is qualified or not. All must-have requirements must be met for the candidate to be qualified for the position.
- The requirements that are stipulated as desirable/advantageous etc. cannot be used to exclude applicants, but are used to assess and rank the qualified candidates.
- The committee must not assess the applicant’s personal suitability or motivation.
- The assessment must focus on the quality, relevance and importance of the research work and not where the work is published. See principles in DORA and CoARA for good practice in quality assessments.
- The committee may request that one or more pieces of work be submitted for assessment if there is any doubt about the applicant’s competence. The committee chairperson will contact the Recruitment Services, which will then request documentation from the applicant. The Recruitment Service must ensure equal treatment of the candidates.
Ranking
- If there are several qualified applicants for the position, three applicants must normally be ranked.
- If the committee finds that two or more applicants are equally qualified, these applicants must receive the same ranking. In this context, ‘equally qualified’ must be broadly interpreted.
Guidelines for assessment at UiT pursuant to Chapter 4 of the Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway
About the assessment report
The information below applies to teaching and research positions, postdoctoral research fellow and doctoral research fellow positions.
An assessment report is an independent and professional assessment and quality assurance in the appointment process.
- The assessment report must contain a systematic and structured overview of the individual applicant’s qualifications that are relevant based on the requirements in the announcement text.
- The committee’s report must:
- highlight the differences between candidates,
- give grounds for the ranking of candidates, and
- rank at least three candidates.
- The assessment must make clear who is qualified for the position in question.
- All applicants must be referred to, but the assessment should focus most on the best qualified applicants.
- For teaching and research positions, it must be stated whether applicants meet educational competence requirements.
- If a position is announced with the possibility of employment based on qualification conditions. This must be referred to in the report.
The committee must not comment on questions of equality, preferential rights, personal suitability or similar.
As a general rule, the Evaluation Committee must make a joint statement, and grounds must be given for any dissent expressed in a joint statement. Grounds must be given for any dissent in the committee and will accompany the assessment in further proceedings.
The assessment should be available within one month, calculated from the date the committee has received the material that forms the basis for the assessment. If the committee is of the opinion that the deadline must be extended, the committee must notify the Recruitment Services before the deadline expires.
The assessment is signed by all members of the committee and sent to the Recruitment Services, e-mail: rekrutteringstjenesten@uit.no
The assessment forms the basis for further proceedings and invitations to interviews in the appointment case.
Management of comments
The Recruitment Services must send the assessment report to the applicants as soon as it has been completed and approved by the recommending authority/Office of the Dean for the Faculty of Humanities, Social Sciences and Education.
Applicants do not have the right to appeal against the professional assessment but have the opportunity to comment on the assessment committee’s assessment within a given deadline. The purpose of this arrangement is to give applicants the opportunity to correct any misunderstandings.
Procedure for comments:
- Applicants must send their comments in writing to the Recruitment Services.
- The Recruitment Services forwards the comments to the assessment committee via the committee chairperson.
- The assessment committee must evaluate whether the comment affects the applicant and the final ranking of the applicants.
- The committee's response is conveyed to the applicant.
Comments and responses to comments will accompany the case up to an appointment decision.
Explanation of the Admission Services' evaluation
The Admission Services registers the evaluation of the applicants in Jobbnorge. To see a more detailed assessment of each applicant, click on the applicant’s name in Jobbnorge.
Applicants are marked either with the status 'covers minimum requirement' or 'not qualified.' 'Covers minimum requirements' means the applicant fulfills the admission requirements and should be evaluated. You do not need to evaluate applicants marked 'not qualified,' but they must be mentioned in the evaluation report.
Important! If an applicant is marked with a label in addition to 'meets minimum requirements,' please take note of the following:
The label “PhD Missing master's documentation” (Ph.d. Mangler dokumentasjon master) - the applicant is qualified if they provide documentation of completed master's studies before commencement of the position.
The label “PhD Missing English documentation” (Ph.d. Mangler dokumentasjon engelsk) - the applicant is qualified if they provide documentation of English proficiency before commencement of the position.
The label “PhD Uncertain – special assessment Lisbon Convention” (Ph.d. Usikker – særskilt vurdering Lisboakonv.) - the applicant holds a master's degree with a duration of less than two years. The committee must assess whether the applicant's education is equivalent to a Norwegian master's degree or if there are significant differences between these educations, uhl §3-5 (3). Please the document Evaluation of applicants with foreign education for PhD position (Lisboa) for a detailed description of what constitutes 'significant differences.'
Evaluation of candidates in the final stages of their master's degree
Check the conditions set in the announcement text for candidates in the final stages of their master's degree, and assess whether the candidates meet these conditions. These candidates are marked with the label "Ph.D. - Missing master's documentation" (Ph.d. Mangler dokumentasjon master) by the Admissions Services in Jobbnorge.
The position is advertised with one of the following options:
Option 1: Qualification with a master’s degree is required before commencement in the position. If the candidate is near completion of their master’s degree, they may still apply and submit a draft version of the thesis and a statement from their supervisor or institution indicating when the degree will be obtained. The candidate must still submit their transcript of grades for the master’s degree with their application.
Option 2: Qualification with a master’s degree is required before commencement in the position. The candidate may still apply if they are in the final stages of the master’s degree, but the master’s thesis must be submitted for evaluation within the application deadline. The candidate must submit the thesis and transcript of grades for the master’s degree with their application.
Assess and, if applicable, carry out pre-screening of applicants
The website is under construction. Text is pending.
Chapter 4 - Interview
[Skriv innhold her]
Rediger ressurser-underkapittel
Assessment of preferantial rights
Applicants who have been made redundant from another government position due to organisational circumstances (redundancy) may have preferential rights to a new position, cf. the Civil Servants Act § 24. To invoke the preferential right, this must be specified in the application. The applicant must upload valid documentation of this when submitting their application.
If such an applicant is deemed qualified, they must be appointed, even if other applicants are better qualified. If there are multiple applicants with preferential rights for the same position, the most qualified candidate must be appointed. Preferential rights do not apply to educational positions or fixed-term positions.
The evaluation committee shall not comment on matters concerning preferential rights.
For more information, see the Procedures for Redundancy and Internal Preferential Rights at UiT The Arctic University of Norway.
Internal Preferential Rights
According to the Civil Servants Act § 19 (2) and § 20 (2), the employer must, as far as possible, offer employees another suitable position within the organisation.
Internal preferential rights apply if:
- The employee's position is abolished, the work ceases, or the employee cannot resume work due to illness or lack of qualifications.
- The new position is deemed suitable for the employee.
- The employee is qualified for the position, meaning they possess the necessary professional and personal attributes.
External Preferential Rights
External preferential rights are stipulated in the Civil Servants Act § 24 (1): "Civil servants who are made redundant due to organisational circumstances have preferential rights to suitable positions within the state." The preferential right applies from the time of redundancy and for up to 2 years after the end of the notice period, giving a maximum duration of 2.5 years for employees with a 6-month notice period.
To qualify for preferential rights, the following conditions must be met:
- The individual must have been employed continuously for at least 12 of the last 24 months.
- The individual must be qualified for the position they are applying for.
- The individual must actively apply for vacant positions to exercise their preferential rights.
Rediger ressurser-underkapittel
The interview committee’s mandate
The interview committee must assess the best qualified applicants and conclude by ranking the applicants. The ranking forms the basis for the Head of Department’s recommendation. The committee must base the ranking on the applicants’ academic, formal competence, work experience, personal qualities and motivation for the position. This is done based on the application, attachments, professional assessment, trial lecture, interview and collected references.
Rediger ressurser-underkapittel
Selection for interview - academic positions
How to choose the right candidates to interview? Here is how to ensure a thorough and fair process:
Read the assessment report
The Evaluation Committee’s report reflects a rough screening of the candidates. The report will state which candidates are formally qualified for the position and which are not. In addition, it will include a more thorough assessment of the formal competence of each qualified candidate. Therefore, read the report and the committee’s assessments carefully.
Often, the committee will conclude its report with a recommendation, or ranking, stating which candidates are considered academically strongest and should be interviewed. Use this as a starting point when assessing selection for interviews.
If you are lucky to have many candidates, we recommend that you take the time to interview a good number of them – a minimum of three!
Diversity and inclusion
Take diversity and inclusion into consideration during the selection process. Pay extra attention to candidates who require preferential treatment.
Documentation
If you choose to interview candidates contrary to the assessment committee’s recommendations, you must refer to the assessments that your decision is based on. This must be written in the interview report.
Rediger ressurser-underkapittel
Selection for interview technical/administrative positions
How to choose the right candidates to interview? Here is how to ensure a thorough and fair process:
Rough screening of candidates
Start with a review of all applications and CVs received. We recommend a that a rough screening of the candidates is conducted; exclude the candidates who do not meet the ‘must-have requirements’ and who are obviously not qualified for the position.
Consider using a scoring system, rating scale, or table to systematically assess candidates according to the announcement text requirements. This can help rank and compare candidates more effectively and clearly.
Assess candidates in relation to the qualification requirements stipulated in the announcement text
The announcement text is legally binding, so it is important that you only adhere to the requirements stated in the text Distinguish between necessary and desirable requirements when making your assessment. Candidates who meet all the ‘must-have requirements’ are considered formally qualified for the position. Candidates who do not meet all the ‘must-have requirements’ cannot be included in the further process.
Carefully assess the qualified candidates in relation to the ‘should-have requirements’, the wishes in the announcement text and each other. This may include education, previous experience, personal qualities and other qualifications.
Use the application letters to gain a better understanding of the candidates’ motivation, career goals and why they are interested in the position. This can help identify candidates who show particular interest in the organisation and the position.
The best qualified candidates are invited for an interview. If you are lucky to have many candidates, we recommend that you take the time to interview a good number of them – a minimum of three!
Diversity and inclusion
Take diversity and inclusion into consideration during the selection process. Pay extra attention to candidates who require preferential treatment.
Documentation
Document the entire process, including the criteria used for selection. We must be able to refer to the assessments made and that selection was conducted in a fair manner.
Rediger ressurser-underkapittel
About trial lectures and other work samples
The webpage is under construction. Text is pending.
Rediger ressurser-underkapittel
Management of interviews
When conducting interviews, you should reserve a meeting room and set aside time in your calendar well in advance. Consider the first impression you want candidates to have of the workplace, and choose a pleasant meeting room where coffee can be made nearby.
The invitation to the candidate should be sent well in advance so that the candidate has time to prepare for the interview and, if necessary, decide whether they want to travel for the interview. Check your unit's internal procedures regarding travel reimbursement.
The invitation should include:
-
Time and duration
-
Location with a detailed description of how to find the meeting room
-
Information about who the candidate will meet during the interview
-
Agenda for the interview
-
Information about what the candidate may need to prepare for the interview
The recruitment service encourages conducting interviews in person whenever possible. In-person interviews make it easier to get a comprehensive impression of the candidate, as you can engage in small talk, observe body language, etc.
With today's digital tools, it has become increasingly common to conduct interviews online. There are many positive aspects to digital interviews—they save time, and you can meet candidates from all over the world. Often, you may not have a choice between conducting interviews in person or online, but if you do, you should weigh the advantages and disadvantages of both options.
In-person interviews can make it easier to establish a good flow in the conversation, while online interviews often make it more natural to get straight to the point. Positive aspects of conducting the interview online include being able to focus more on the candidate's skills, as you are less influenced by external factors such as charisma, presence, etc. Feel free to use the interview guide prepared by the recruitment service to review what you should ask the candidates.
Suggested Invitation:
Dear [Candidate's Name],
It is my pleasure to invite you to an interview regarding your application for the position of [Job Title] in [Unit], UiT The Arctic University of Norway.
We have scheduled your interview for [Date] from [Time] to [Time].
The interview will take place at [Location].
Please let us know if you would prefer to conduct the interview online, and we will send you a Teams link.
During the interview, you will meet [Names of Interviewers].
Important:
I kindly ask that you confirm as soon as possible that you have received this invitation and whether you will attend.
We look forward to a great interview
Rediger ressurser-underkapittel
About reference interviews
Reference interviews are an important part of the selection process and complement the picture you have formed of the candidate. It is important to hear about experiences from former managers and colleagues in order to confirm or refute the impression you have of the candidate.
Use the reference interview to:
- Confirm or refute the impression you are left with based on the selection methods you have used so far.
- Get detailed information about matters discussed during the interview, but which you would like to know more about.
- Uncover any negative information the candidate has not mentioned.
- Collect information about former employers’ and colleagues’ general impression of candidates’ job performance and work behaviour.
In order to get a picture of the candidate that is as correct as possible, you should contact at least two reference persons for each candidate considered for recommendation. If the two reference persons provide conflicting information, you should contact a third reference person. Although the candidate should have asked the reference person in advance, this is not always the case. Therefore, check if the reference providers have been asked before contacting them.
In the reference interview itself, it is natural to start with a brief introduction on the position the candidate has applied for. Say that you are interested in their sincere opinions and state that the information discussed in the conversation will be treated confidentially. The Recruitment Service has prepared a template for reference interviews that you can use as a starting point.
Source: Iversen, Ole I. (2020). Recruitment and interviewing technique.
Rediger ressurser-underkapittel
About the interview report - Teaching and Researching Positions / Researcher Position
An interview report is an internal document that will help the recommending authority and the appointment committee understand the assessments that form the basis for which candidate you wish to employ. It is therefore an important document which must summarise observations and results from the interview process. You must ensure that the content is sufficient and the language of the report is clear and understandable.
The report should preferably be written in Norwegian. Feel free to use the layout below.
You will find an English version of the layout below the Norwegian version.
Innledning
Start rapporten med grunnleggende informasjon som;
- Tittel på stilling
- Søknadsfrist
- Antall søkere
- Intervjukomiteens sammensetning (tittel, navn og arbeidssted)
Krav i utlysningstekst
Angi det som står i utlysningen vedrørende kvalifikasjonskrav og ønskede kvalifikasjoner, motivasjon og personlig egnethet.
Rangeringen til bedømmelsesrapporten:
Gjengi bedømmelseskomiteens rangering.
Sammendrag av intervjuet og eventuelt prøveforelesning
Start sammendraget med å identifisere kandidatene som er innkalt til intervju. Si eventuelt noe om hvilke kvalifiserte kandidater som har angitt og fyller vilkårene til innvandrerbakgrunn/hull i cv/funksjonsnedsettelse, og som har vært til intervju.
Ta for deg én og én kandidat og oppsummer hovedpoengene som ble diskutert under intervjuet og identifiser eventuelle mønstre eller trender. Inkluder dine egne observasjoner og inntrykk fra intervjuet, men husk å være objektiv og nøyaktig i beskrivelsene. Omtale, vurdering og konklusjon på hver kandidat må ses i forhold til kravene i utlysningsteksten.
Evt. helseopplysninger og annen sensitiv informasjon som framkommer i prosessen skal ikke informeres om i intervjurapporten. Arbeidsgiver kan ikke spørre om sensitive opplysninger som helsesituasjon i intervjuet. Du kan kun spørre dersom det er relevant for stillingen, og da betinger det at det har vært satt krav vedr. helse i utlysningsteksten.
Referanser
Angi referansenes navn og relasjon til søker. Dersom referanse har bekreftet inntrykket dere har av kandidaten etter intervju så er det nok at dere skriver nettopp det. Hvis referanse har avkreftet inntrykket så bør dere si kort hva det gjelder i rapporten.
Praksis er at det skal innhentes to referanser per søker. Dersom det ikke er funnet aktuelt å innhente to referanser så skal det grunngis.
Intervjukomiteens konklusjon og rangering
Oppsummer de viktigste funnene fra intervjuet og vurder de aktuelle kandidatene mot hverandre. Avslutt rapporten med en konklusjon og rangering.
Det bør framkomme om rangeringen er enstemmig. Dersom rangering er annerledes enn rangering fra bedømmelseskomiteen så skal det grunngis.
Sted, dato
Navn og tittel på alle i intervjukomiteen
ENGLISH VERSION OF THE LAYOUT
Introduction
Start the report with basic information such as;
- Position title
- Application deadline
- Number of applicants
- Composition of the interview committee (title, name and place of work)
Requirements in the announcement text
State what is written in the announcement text regarding qualification requirements and desired qualifications, motivation and personal suitability.
Assessment report ranking:
Specify the ranking made by the assessment committee.
Summary of the interview and any trial lecture
Start the summary by identifying the candidates who were called for an interview. If applicable, mention which qualified candidates have indicated and fulfil the conditions for immigrant background/gaps in CV/disability, and who have been interviewed.
Focus on one candidate at a time and summarise the key points discussed during the interview and identify any patterns or trends. Include your own observations and impressions from the interview, but remember to keep your descriptions objective and accurate. The discussion, assessment and conclusion of each candidate must be seen in relation to the requirements stipulated in the announcement text.
Any health information and other sensitive information that emerges in the process should not be disclosed in the interview report. The employer cannot ask about sensitive information such as a person’s health situation in the interview. You can only ask about this if it is relevant to the position, and it presupposes that health-related requirements have been specified in the announcement text.
Reference providers
Enter the names of the reference providers and their relationship to the applicant. If the reference provider confirms the impression you have of the candidate after an interview, simply write this in the report. If the reference provider refutes/contradicts the impression you have of the candidate, you should briefly state in the report what this involves.
Common practice is to obtain two references per applicant. If obtaining two references is not relevant/applicable, the reasons for this must be explained in the report.
The interview committee’s conclusion and ranking
Summarise the key findings from the interview and assess the relevant candidates in relation to each other. End the report with a conclusion and ranking.
It should be made clear whether the ranking is unanimous or not. Grounds must be given if the ranking is different from the ranking made by the assessment committee.
Place, date
Name and title of all interview committee members
Rediger ressurser-underkapittel
About the interview report - Postdoctoral Research Fellow and PhD Fellow
An interview report is an internal document that will help the recommending authority and the appointment committee understand the assessments that form the basis for which candidate you wish to employ. It is therefore an important document which must summarise observations and results from the interview process. You must ensure that the content is sufficient and the language of the report is clear and understandable.
The report should preferably be written in Norwegian. Feel free to use the layout below.
You will find an English version of the layout below the Norwegian version.
Innledning
Start rapporten med grunnleggende informasjon som;
- Tittel på stilling
- Søknadsfrist
- Antall søkere
- Intervjukomiteens sammensetning (tittel, navn og arbeidssted)
Krav i utlysningstekst
Angi det som står i utlysningen vedrørende kvalifikasjonskrav og ønskede kvalifikasjoner, motivasjon og personlig egnethet.
Rangeringen til bedømmelsesrapporten:
Gjengi bedømmelseskomiteens rangering.
Sammendrag av intervjuet og eventuelt prøveforelesning
Start sammendraget med å identifisere kandidatene som er innkalt til intervju. Si eventuelt noe om hvilke kvalifiserte kandidater som har angitt og fyller vilkårene til innvandrerbakgrunn/hull i cv/funksjonsnedsettelse, og som har vært til intervju.
Ta for deg én og én kandidat oppsummer hovedpoengene som ble diskutert under intervjuet og identifiser eventuelle mønstre eller trender. Inkluder dine egne observasjoner og inntrykk fra intervjuet, men husk å være objektiv og nøyaktig i beskrivelsene. Omtale, vurdering og konklusjon på hver kandidat må ses i forhold til kravene i utlysningsteksten.
Evt. helseopplysninger og annen sensitiv informasjon som framkommer i prosessen skal ikke informeres om i intervjurapporten. Arbeidsgiver kan ikke spørre om sensitive opplysninger som helsesituasjon i intervjuet. Du kan kun spørre dersom det er relevant for stillingen, og da betinger det at det har vært satt krav vedr. helse i utlysningsteksten.
Referanser
Angi referansenes navn og relasjon til søker. Dersom referanse har bekreftet inntrykket dere har av kandidaten etter intervju så er det nok at dere skriver nettopp det. Hvis referanse har avkreftet inntrykket så bør dere si kort hva det gjelder i rapporten.
Praksis er at det skal innhentes to referanser per søker. Dersom det ikke er funnet aktuelt å innhente to referanser så skal det grunngis.
Intervjukomiteens konklusjon og rangering
Oppsummer de viktigste funnene fra intervjuet og vurder de aktuelle kandidatene mot hverandre. Avslutt rapporten med en konklusjon og rangering.
Det bør framkomme om rangeringen er enstemmig. Dersom rangering er annerledes enn rangering fra bedømmelseskomiteen så skal det grunngis.
Sted, dato
Navn og tittel på alle i intervjukomiteen
ENGLISH VERSION OF THE LAYOUT
Introduction
Start the report with basic information such as;
- Position title
- Application deadline
- Number of applicants
- Composition of the interview committee (title, name and place of work)
Requirements in the announcement text
State what is written in the announcement text regarding qualification requirements and desired qualifications, motivation and personal suitability.
Assessment report ranking:
Specify the ranking made by the assessment committee.
Summary of the interview and any trial lecture
Start the summary by identifying the candidates who were called for an interview. If applicable, mention which qualified candidates have indicated and fulfil the conditions for immigrant background/gaps in CV/disability, and who have been interviewed.
Focus on one candidate at a time and summarise the key points discussed during the interview and identify any patterns or trends. Include your own observations and impressions from the interview, but remember to keep your descriptions objective and accurate. The discussion, assessment and conclusion of each candidate must be seen in relation to the requirements stipulated in the announcement text.
Any health information and other sensitive information that emerges in the process should not be disclosed in the interview report. The employer cannot ask about sensitive information such as a person’s health situation in the interview. You can only ask about this if it is relevant to the position, and it presupposes that health-related requirements have been specified in the announcement text.
Reference providers
Enter the names of the reference providers and their relationship to the applicant. If the reference provider confirms the impression you have of the candidate after an interview, simply write this in the report. If the reference provider refutes/contradicts the impression you have of the candidate, you should briefly state in the report what this involves.
Common practice is to obtain two references per applicant. If obtaining two references is not relevant/applicable, the reasons for this must be explained in the report.
The interview committee’s conclusion and ranking
Summarise the key findings from the interview and assess the relevant candidates in relation to each other. End the report with a conclusion and ranking.
It should be made clear whether the ranking is unanimous or not. Grounds must be given if the ranking is different from the ranking made by the assessment committee.
Place, date
Name and title of everyone on the interview committee
Assessment of preferantial rights
Applicants who have been made redundant from another government position due to organisational circumstances (redundancy) may have preferential rights to a new position, cf. the Civil Servants Act § 24. To invoke the preferential right, this must be specified in the application. The applicant must upload valid documentation of this when submitting their application.
If such an applicant is deemed qualified, they must be appointed, even if other applicants are better qualified. If there are multiple applicants with preferential rights for the same position, the most qualified candidate must be appointed. Preferential rights do not apply to educational positions or fixed-term positions.
The evaluation committee shall not comment on matters concerning preferential rights.
For more information, see the Procedures for Redundancy and Internal Preferential Rights at UiT The Arctic University of Norway.
Internal Preferential Rights
According to the Civil Servants Act § 19 (2) and § 20 (2), the employer must, as far as possible, offer employees another suitable position within the organisation.
Internal preferential rights apply if:
- The employee's position is abolished, the work ceases, or the employee cannot resume work due to illness or lack of qualifications.
- The new position is deemed suitable for the employee.
- The employee is qualified for the position, meaning they possess the necessary professional and personal attributes.
External Preferential Rights
External preferential rights are stipulated in the Civil Servants Act § 24 (1): "Civil servants who are made redundant due to organisational circumstances have preferential rights to suitable positions within the state." The preferential right applies from the time of redundancy and for up to 2 years after the end of the notice period, giving a maximum duration of 2.5 years for employees with a 6-month notice period.
To qualify for preferential rights, the following conditions must be met:
- The individual must have been employed continuously for at least 12 of the last 24 months.
- The individual must be qualified for the position they are applying for.
- The individual must actively apply for vacant positions to exercise their preferential rights.
The interview committee’s mandate
The interview committee must assess the best qualified applicants and conclude by ranking the applicants. The ranking forms the basis for the Head of Department’s recommendation. The committee must base the ranking on the applicants’ academic, formal competence, work experience, personal qualities and motivation for the position. This is done based on the application, attachments, professional assessment, trial lecture, interview and collected references.
Selection for interview - academic positions
How to choose the right candidates to interview? Here is how to ensure a thorough and fair process:
Read the assessment report
The Evaluation Committee’s report reflects a rough screening of the candidates. The report will state which candidates are formally qualified for the position and which are not. In addition, it will include a more thorough assessment of the formal competence of each qualified candidate. Therefore, read the report and the committee’s assessments carefully.
Often, the committee will conclude its report with a recommendation, or ranking, stating which candidates are considered academically strongest and should be interviewed. Use this as a starting point when assessing selection for interviews.
If you are lucky to have many candidates, we recommend that you take the time to interview a good number of them – a minimum of three!
Diversity and inclusion
Take diversity and inclusion into consideration during the selection process. Pay extra attention to candidates who require preferential treatment.
Documentation
If you choose to interview candidates contrary to the assessment committee’s recommendations, you must refer to the assessments that your decision is based on. This must be written in the interview report.
Selection for interview technical/administrative positions
How to choose the right candidates to interview? Here is how to ensure a thorough and fair process:
Rough screening of candidates
Start with a review of all applications and CVs received. We recommend a that a rough screening of the candidates is conducted; exclude the candidates who do not meet the ‘must-have requirements’ and who are obviously not qualified for the position.
Consider using a scoring system, rating scale, or table to systematically assess candidates according to the announcement text requirements. This can help rank and compare candidates more effectively and clearly.
Assess candidates in relation to the qualification requirements stipulated in the announcement text
The announcement text is legally binding, so it is important that you only adhere to the requirements stated in the text Distinguish between necessary and desirable requirements when making your assessment. Candidates who meet all the ‘must-have requirements’ are considered formally qualified for the position. Candidates who do not meet all the ‘must-have requirements’ cannot be included in the further process.
Carefully assess the qualified candidates in relation to the ‘should-have requirements’, the wishes in the announcement text and each other. This may include education, previous experience, personal qualities and other qualifications.
Use the application letters to gain a better understanding of the candidates’ motivation, career goals and why they are interested in the position. This can help identify candidates who show particular interest in the organisation and the position.
The best qualified candidates are invited for an interview. If you are lucky to have many candidates, we recommend that you take the time to interview a good number of them – a minimum of three!
Diversity and inclusion
Take diversity and inclusion into consideration during the selection process. Pay extra attention to candidates who require preferential treatment.
Documentation
Document the entire process, including the criteria used for selection. We must be able to refer to the assessments made and that selection was conducted in a fair manner.
About trial lectures and other work samples
The webpage is under construction. Text is pending.
Management of interviews
When conducting interviews, you should reserve a meeting room and set aside time in your calendar well in advance. Consider the first impression you want candidates to have of the workplace, and choose a pleasant meeting room where coffee can be made nearby.
The invitation to the candidate should be sent well in advance so that the candidate has time to prepare for the interview and, if necessary, decide whether they want to travel for the interview. Check your unit's internal procedures regarding travel reimbursement.
The invitation should include:
-
Time and duration
-
Location with a detailed description of how to find the meeting room
-
Information about who the candidate will meet during the interview
-
Agenda for the interview
-
Information about what the candidate may need to prepare for the interview
The recruitment service encourages conducting interviews in person whenever possible. In-person interviews make it easier to get a comprehensive impression of the candidate, as you can engage in small talk, observe body language, etc.
With today's digital tools, it has become increasingly common to conduct interviews online. There are many positive aspects to digital interviews—they save time, and you can meet candidates from all over the world. Often, you may not have a choice between conducting interviews in person or online, but if you do, you should weigh the advantages and disadvantages of both options.
In-person interviews can make it easier to establish a good flow in the conversation, while online interviews often make it more natural to get straight to the point. Positive aspects of conducting the interview online include being able to focus more on the candidate's skills, as you are less influenced by external factors such as charisma, presence, etc. Feel free to use the interview guide prepared by the recruitment service to review what you should ask the candidates.
Suggested Invitation:
Dear [Candidate's Name],
It is my pleasure to invite you to an interview regarding your application for the position of [Job Title] in [Unit], UiT The Arctic University of Norway.
We have scheduled your interview for [Date] from [Time] to [Time].
The interview will take place at [Location].
Please let us know if you would prefer to conduct the interview online, and we will send you a Teams link.
During the interview, you will meet [Names of Interviewers].
Important:
I kindly ask that you confirm as soon as possible that you have received this invitation and whether you will attend.
We look forward to a great interview
About reference interviews
Reference interviews are an important part of the selection process and complement the picture you have formed of the candidate. It is important to hear about experiences from former managers and colleagues in order to confirm or refute the impression you have of the candidate.
Use the reference interview to:
- Confirm or refute the impression you are left with based on the selection methods you have used so far.
- Get detailed information about matters discussed during the interview, but which you would like to know more about.
- Uncover any negative information the candidate has not mentioned.
- Collect information about former employers’ and colleagues’ general impression of candidates’ job performance and work behaviour.
In order to get a picture of the candidate that is as correct as possible, you should contact at least two reference persons for each candidate considered for recommendation. If the two reference persons provide conflicting information, you should contact a third reference person. Although the candidate should have asked the reference person in advance, this is not always the case. Therefore, check if the reference providers have been asked before contacting them.
In the reference interview itself, it is natural to start with a brief introduction on the position the candidate has applied for. Say that you are interested in their sincere opinions and state that the information discussed in the conversation will be treated confidentially. The Recruitment Service has prepared a template for reference interviews that you can use as a starting point.
Source: Iversen, Ole I. (2020). Recruitment and interviewing technique.
About the interview report - Teaching and Researching Positions / Researcher Position
An interview report is an internal document that will help the recommending authority and the appointment committee understand the assessments that form the basis for which candidate you wish to employ. It is therefore an important document which must summarise observations and results from the interview process. You must ensure that the content is sufficient and the language of the report is clear and understandable.
The report should preferably be written in Norwegian. Feel free to use the layout below.
You will find an English version of the layout below the Norwegian version.
Innledning
Start rapporten med grunnleggende informasjon som;
- Tittel på stilling
- Søknadsfrist
- Antall søkere
- Intervjukomiteens sammensetning (tittel, navn og arbeidssted)
Krav i utlysningstekst
Angi det som står i utlysningen vedrørende kvalifikasjonskrav og ønskede kvalifikasjoner, motivasjon og personlig egnethet.
Rangeringen til bedømmelsesrapporten:
Gjengi bedømmelseskomiteens rangering.
Sammendrag av intervjuet og eventuelt prøveforelesning
Start sammendraget med å identifisere kandidatene som er innkalt til intervju. Si eventuelt noe om hvilke kvalifiserte kandidater som har angitt og fyller vilkårene til innvandrerbakgrunn/hull i cv/funksjonsnedsettelse, og som har vært til intervju.
Ta for deg én og én kandidat og oppsummer hovedpoengene som ble diskutert under intervjuet og identifiser eventuelle mønstre eller trender. Inkluder dine egne observasjoner og inntrykk fra intervjuet, men husk å være objektiv og nøyaktig i beskrivelsene. Omtale, vurdering og konklusjon på hver kandidat må ses i forhold til kravene i utlysningsteksten.
Evt. helseopplysninger og annen sensitiv informasjon som framkommer i prosessen skal ikke informeres om i intervjurapporten. Arbeidsgiver kan ikke spørre om sensitive opplysninger som helsesituasjon i intervjuet. Du kan kun spørre dersom det er relevant for stillingen, og da betinger det at det har vært satt krav vedr. helse i utlysningsteksten.
Referanser
Angi referansenes navn og relasjon til søker. Dersom referanse har bekreftet inntrykket dere har av kandidaten etter intervju så er det nok at dere skriver nettopp det. Hvis referanse har avkreftet inntrykket så bør dere si kort hva det gjelder i rapporten.
Praksis er at det skal innhentes to referanser per søker. Dersom det ikke er funnet aktuelt å innhente to referanser så skal det grunngis.
Intervjukomiteens konklusjon og rangering
Oppsummer de viktigste funnene fra intervjuet og vurder de aktuelle kandidatene mot hverandre. Avslutt rapporten med en konklusjon og rangering.
Det bør framkomme om rangeringen er enstemmig. Dersom rangering er annerledes enn rangering fra bedømmelseskomiteen så skal det grunngis.
Sted, dato
Navn og tittel på alle i intervjukomiteen
ENGLISH VERSION OF THE LAYOUT
Introduction
Start the report with basic information such as;
- Position title
- Application deadline
- Number of applicants
- Composition of the interview committee (title, name and place of work)
Requirements in the announcement text
State what is written in the announcement text regarding qualification requirements and desired qualifications, motivation and personal suitability.
Assessment report ranking:
Specify the ranking made by the assessment committee.
Summary of the interview and any trial lecture
Start the summary by identifying the candidates who were called for an interview. If applicable, mention which qualified candidates have indicated and fulfil the conditions for immigrant background/gaps in CV/disability, and who have been interviewed.
Focus on one candidate at a time and summarise the key points discussed during the interview and identify any patterns or trends. Include your own observations and impressions from the interview, but remember to keep your descriptions objective and accurate. The discussion, assessment and conclusion of each candidate must be seen in relation to the requirements stipulated in the announcement text.
Any health information and other sensitive information that emerges in the process should not be disclosed in the interview report. The employer cannot ask about sensitive information such as a person’s health situation in the interview. You can only ask about this if it is relevant to the position, and it presupposes that health-related requirements have been specified in the announcement text.
Reference providers
Enter the names of the reference providers and their relationship to the applicant. If the reference provider confirms the impression you have of the candidate after an interview, simply write this in the report. If the reference provider refutes/contradicts the impression you have of the candidate, you should briefly state in the report what this involves.
Common practice is to obtain two references per applicant. If obtaining two references is not relevant/applicable, the reasons for this must be explained in the report.
The interview committee’s conclusion and ranking
Summarise the key findings from the interview and assess the relevant candidates in relation to each other. End the report with a conclusion and ranking.
It should be made clear whether the ranking is unanimous or not. Grounds must be given if the ranking is different from the ranking made by the assessment committee.
Place, date
Name and title of all interview committee members
About the interview report - Postdoctoral Research Fellow and PhD Fellow
An interview report is an internal document that will help the recommending authority and the appointment committee understand the assessments that form the basis for which candidate you wish to employ. It is therefore an important document which must summarise observations and results from the interview process. You must ensure that the content is sufficient and the language of the report is clear and understandable.
The report should preferably be written in Norwegian. Feel free to use the layout below.
You will find an English version of the layout below the Norwegian version.
Innledning
Start rapporten med grunnleggende informasjon som;
- Tittel på stilling
- Søknadsfrist
- Antall søkere
- Intervjukomiteens sammensetning (tittel, navn og arbeidssted)
Krav i utlysningstekst
Angi det som står i utlysningen vedrørende kvalifikasjonskrav og ønskede kvalifikasjoner, motivasjon og personlig egnethet.
Rangeringen til bedømmelsesrapporten:
Gjengi bedømmelseskomiteens rangering.
Sammendrag av intervjuet og eventuelt prøveforelesning
Start sammendraget med å identifisere kandidatene som er innkalt til intervju. Si eventuelt noe om hvilke kvalifiserte kandidater som har angitt og fyller vilkårene til innvandrerbakgrunn/hull i cv/funksjonsnedsettelse, og som har vært til intervju.
Ta for deg én og én kandidat oppsummer hovedpoengene som ble diskutert under intervjuet og identifiser eventuelle mønstre eller trender. Inkluder dine egne observasjoner og inntrykk fra intervjuet, men husk å være objektiv og nøyaktig i beskrivelsene. Omtale, vurdering og konklusjon på hver kandidat må ses i forhold til kravene i utlysningsteksten.
Evt. helseopplysninger og annen sensitiv informasjon som framkommer i prosessen skal ikke informeres om i intervjurapporten. Arbeidsgiver kan ikke spørre om sensitive opplysninger som helsesituasjon i intervjuet. Du kan kun spørre dersom det er relevant for stillingen, og da betinger det at det har vært satt krav vedr. helse i utlysningsteksten.
Referanser
Angi referansenes navn og relasjon til søker. Dersom referanse har bekreftet inntrykket dere har av kandidaten etter intervju så er det nok at dere skriver nettopp det. Hvis referanse har avkreftet inntrykket så bør dere si kort hva det gjelder i rapporten.
Praksis er at det skal innhentes to referanser per søker. Dersom det ikke er funnet aktuelt å innhente to referanser så skal det grunngis.
Intervjukomiteens konklusjon og rangering
Oppsummer de viktigste funnene fra intervjuet og vurder de aktuelle kandidatene mot hverandre. Avslutt rapporten med en konklusjon og rangering.
Det bør framkomme om rangeringen er enstemmig. Dersom rangering er annerledes enn rangering fra bedømmelseskomiteen så skal det grunngis.
Sted, dato
Navn og tittel på alle i intervjukomiteen
ENGLISH VERSION OF THE LAYOUT
Introduction
Start the report with basic information such as;
- Position title
- Application deadline
- Number of applicants
- Composition of the interview committee (title, name and place of work)
Requirements in the announcement text
State what is written in the announcement text regarding qualification requirements and desired qualifications, motivation and personal suitability.
Assessment report ranking:
Specify the ranking made by the assessment committee.
Summary of the interview and any trial lecture
Start the summary by identifying the candidates who were called for an interview. If applicable, mention which qualified candidates have indicated and fulfil the conditions for immigrant background/gaps in CV/disability, and who have been interviewed.
Focus on one candidate at a time and summarise the key points discussed during the interview and identify any patterns or trends. Include your own observations and impressions from the interview, but remember to keep your descriptions objective and accurate. The discussion, assessment and conclusion of each candidate must be seen in relation to the requirements stipulated in the announcement text.
Any health information and other sensitive information that emerges in the process should not be disclosed in the interview report. The employer cannot ask about sensitive information such as a person’s health situation in the interview. You can only ask about this if it is relevant to the position, and it presupposes that health-related requirements have been specified in the announcement text.
Reference providers
Enter the names of the reference providers and their relationship to the applicant. If the reference provider confirms the impression you have of the candidate after an interview, simply write this in the report. If the reference provider refutes/contradicts the impression you have of the candidate, you should briefly state in the report what this involves.
Common practice is to obtain two references per applicant. If obtaining two references is not relevant/applicable, the reasons for this must be explained in the report.
The interview committee’s conclusion and ranking
Summarise the key findings from the interview and assess the relevant candidates in relation to each other. End the report with a conclusion and ranking.
It should be made clear whether the ranking is unanimous or not. Grounds must be given if the ranking is different from the ranking made by the assessment committee.
Place, date
Name and title of everyone on the interview committee
Chapter 5 - Nomination
[Skriv innhold her]
Rediger ressurser-underkapittel
Preferential treatment - interview
You must invite at least one qualified applicant from each group below to an interview who stated in their application that they have a:
- disability
- gap in their CV
- immigrant background
‘Qualified’ means that the applicant meets the requirements of the position. See the conditions for being included in the groups in the separate sections below.
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act.
Applicants with gaps in their CV
‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See Section 4a of the Norwegian Civil Service Act.
Applicants with an immigrant background
‘Immigrant background’ refers to applicants who have immigrated from
- Europe outside the EU/EFTA
- Asia including Turkey
- Africa
- Latin America
- Oceania except Australia and New Zealand,
or where both parents have immigrated from these countries.
Rediger ressurser-underkapittel
Preferential treatment - nomination
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
If an applicant with disabilities is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated they have a disability must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act
Applicants with gaps in their CV
If an applicant with gaps in their CV is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated that they have ‘gaps in their CV’ must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See regulations relating to Section 4a of the Norwegian civil Service Act
Rediger ressurser-underkapittel
Provisions regarding probation period
The general rule is that civil servants have a probation period of six months from the time they take up the position.*
- The probation period also applies when transitioning from another civil service position.
- The probation period for a temporary employment cannot exceed half of the duration of the employment period
- A probation period applies to permanent employment if the previous employment period and the probation period in the new position together do not exceed six months.
Exemption from probation period
The appointing authority may determine that a probation period does not apply, normally based on a recommendation from the recommending authority.
Exemptions from the probation periods are granted based on a specific, individual assessment and are, for example, applicable when the work in the new position is essentially similar to the work in the previous position.
The purpose of a probation period / notice period
- The purpose is to give both the employer and the employee an opportunity to assess the working/employment relationship during the probation period.
- The employee must receive the necessary guidance, follow-up and assessment of the work during the probation period.
- During the probation period, a notice period of one month applies.
Preferential treatment - interview
You must invite at least one qualified applicant from each group below to an interview who stated in their application that they have a:
- disability
- gap in their CV
- immigrant background
‘Qualified’ means that the applicant meets the requirements of the position. See the conditions for being included in the groups in the separate sections below.
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act.
Applicants with gaps in their CV
‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See Section 4a of the Norwegian Civil Service Act.
Applicants with an immigrant background
‘Immigrant background’ refers to applicants who have immigrated from
- Europe outside the EU/EFTA
- Asia including Turkey
- Africa
- Latin America
- Oceania except Australia and New Zealand,
or where both parents have immigrated from these countries.
Preferential treatment - nomination
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
If an applicant with disabilities is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated they have a disability must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act
Applicants with gaps in their CV
If an applicant with gaps in their CV is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated that they have ‘gaps in their CV’ must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See regulations relating to Section 4a of the Norwegian civil Service Act
Nomination
............sett inn tekst.
Provisions regarding probation period
The general rule is that civil servants have a probation period of six months from the time they take up the position.*
- The probation period also applies when transitioning from another civil service position.
- The probation period for a temporary employment cannot exceed half of the duration of the employment period
- A probation period applies to permanent employment if the previous employment period and the probation period in the new position together do not exceed six months.
Exemption from probation period
The appointing authority may determine that a probation period does not apply, normally based on a recommendation from the recommending authority.
Exemptions from the probation periods are granted based on a specific, individual assessment and are, for example, applicable when the work in the new position is essentially similar to the work in the previous position.
The purpose of a probation period / notice period
- The purpose is to give both the employer and the employee an opportunity to assess the working/employment relationship during the probation period.
- The employee must receive the necessary guidance, follow-up and assessment of the work during the probation period.
- During the probation period, a notice period of one month applies.
Chapter 6 - Decision
[Skriv innhold her]
Chapter 7 - Offer / Work Contract
[Skriv innhold her]
Employment without Public Announcement
[Skriv innhold her]
Rediger ressurser-underkapittel
Assessment of academic qualifications - Employment without Public Announcement
In the same way as for appointments following a job announcement, appointments without an announcement must be based on an expert assessment (followed by an interview and, if applicable, a trial lecture/trial teaching).
It is common practice to recognize Nordic associate professor/professor qualifications as equivalent to Norwegian qualifications.
Composition of the Evalution Committee
The standard rules for the expert committee apply. See Evaluation Commitees - Composition
Exceptions:
- Secondary Employment of Foreign Professors/Associate Professors:If direct appointment or administrative appointment of foreign professors/associate professors for secondary employment at UiT is relevant, and they have not been assessed as competent according to Norwegian standards, it is considered sufficient that:
- Two individuals with professor qualifications in the relevant field provide an academic assessment of the person to be appointed as Professor II.
- One individual with associate professor qualifications and one individual with professor qualifications in the relevant field provide an academic assessment of the person to be appointed as Associate Professor II.
- Special Cases:In special cases, exceptions may be made from the requirement for an expert committee for teaching and research positions that are not first-level positions or professor positions, or for secondary employment. In these cases, an assessment of the candidate's qualifications relative to the content of the position must still be conducted.
Legal Basis and Local Regulations:
Universities and University Colleges Act § 7-2, third paragraph
Assessment of academic qualifications - Employment without Public Announcement
In the same way as for appointments following a job announcement, appointments without an announcement must be based on an expert assessment (followed by an interview and, if applicable, a trial lecture/trial teaching).
It is common practice to recognize Nordic associate professor/professor qualifications as equivalent to Norwegian qualifications.
Composition of the Evalution Committee
The standard rules for the expert committee apply. See Evaluation Commitees - Composition
Exceptions:
- Secondary Employment of Foreign Professors/Associate Professors:If direct appointment or administrative appointment of foreign professors/associate professors for secondary employment at UiT is relevant, and they have not been assessed as competent according to Norwegian standards, it is considered sufficient that:
- Two individuals with professor qualifications in the relevant field provide an academic assessment of the person to be appointed as Professor II.
- One individual with associate professor qualifications and one individual with professor qualifications in the relevant field provide an academic assessment of the person to be appointed as Associate Professor II.
- Special Cases:In special cases, exceptions may be made from the requirement for an expert committee for teaching and research positions that are not first-level positions or professor positions, or for secondary employment. In these cases, an assessment of the candidate's qualifications relative to the content of the position must still be conducted.
Legal Basis and Local Regulations:
Universities and University Colleges Act § 7-2, third paragraph
[Skriv tittel her]
[Skriv innhold her][Skriv tittel her]
[Skriv innhold her]Prolongations
Rediger ressurser-underkapittel
Prerequisite for Prolongation of Temporary Positions
A prerequisite for extending a temporary position is that the legal basis is still fulfilled (see temporary employment). There are different procedures and possibilities depending on financing and how the original employment was conducted.
- Internally funded positions without advertisement
- Internally funded advertised positions
- Externally funded positions
Internally funded positions without advertisement
These positions can be extended so that the total employment period becomes up to 12 months. Prolongations beyond this require the position to be advertised. See the personnel regulations at UiT sections 2.1, 2.2, and 2.3.
Internally funded advertised positions
When extending internally funded advertised positions, the temporary employee has the right to continue if the temporary work tasks continue, cf. the State's Personnel Handbook section 2.3.5.
Externally funded positions
Prolongation of externally funded positions is authorized in UiT's personnel regulations section 2.6.
Rediger ressurser-underkapittel
Prerequisite for Prolongation of PhD Fellowship
As a PhD fellow, the hiring authority may, in special cases, grant a prolongation of the employment period for circumstances that have hindered progress in the PhD education. This may apply:
-
In the event of unforeseen obstacles related to work that cannot be attributed to the employee.
-
If career-promoting work is assigned to a 3-year position – or if the scope of career-promoting work has been significantly increased after the start of the position, the position may be extended to a maximum of 4 years, cf. the University and College Regulations and UiT's Supplementary Provisions
-
If employed in 50% or more of the position during all or part of the fellowship period.
Prolongation of the employment period presupposes that the fellow will be able to complete the research education within the prolongation period.
Rediger ressurser-underkapittel
Prerequisite for Prolongation of Postdoctoral Position
The term of employment shall be between three and four years, and no one can be employed for more than one term as a postdoctoral fellow at UiT, cf. UHL § 7-6. Postdoctoral positions cannot be extended beyond the maximum term of four years.
Institutions may, in exceptional cases, extend the term of employment:
-
In the event of unforeseen obstacles related to the work, which cannot be attributed to the employee.
-
Up to the maximum time frame if the scope of other career-promoting work has been significantly increased after the start of the position.
See additional information: Regulations - Supplementary Provisions
There is no legal basis for an extension due to a reduced percentage of employment unless the employee is 62 years or older, or has a need for it due to health, social, or other significant welfare reasons, cf. the Working Environment Act. Applications for temporarily reduced working hours must be submitted as a leave application in the Self-service portal (DFØ).
Rediger ressurser-underkapittel
Prerequisite for Prolongation of Additional Employment
Addtional employment can be appointed on a term basis for up to 20% of a teaching and research position. The term period should be from two to six years, cf. UHL § 7-7.
Please note that it is not possible to have additional employment in addition to a regular position at UiT
Rediger ressurser-underkapittel
Prerequisite for Prolongation Beyond the Normal Retirement Age of 72 Years
According to the Age Limit Act § 3, the hiring authority can decide that an employee may continue beyond the normal retirement age.
- The service can first be extended up to two years, later one year at a time, but not beyond five years in total.
- It is a prerequisite that the employee continues in the same position with the same salary and working conditions.
- The right to a retirement pension is postponed.
The employer does not receive reimbursement for sick pay from NAV in case of sick leave for employees over 72 years. For employees between 67 and 70 years, the employer receives reimbursement for sick leave up to 60 days.
Public sector employers are encouraged to facilitate that older employees over 72 years can continue working. See more about this in the State's Personnel Handbook section 2.7.3.
Rediger ressurser-underkapittel
Employment protection
Temporary employees achieve Employment protection with continuous employment at UiT over 3 years, cf. the Civil Servants Act § 9, third paragraph. Employment protection means that the employee is entitled to permanent employment.
- Employment relationships are considered continuous if the employee starts a new position within two weeks after the previous position.
- When calculating employment time, all continuous employment time at UiT should be counted, regardless of position type and unit.
- For PhD fellows with mandatory work, one year is included in the calculation of employment time.
- Hourly work of a certain extent will count. This must be assessed in each case, taking into account the extent and continuity.
The rules on employment protection do not apply to term positions.
For further information, see:
Rediger ressurser-underkapittel
Employment protection for Postdoctoral Fellows
Employees who have been in a postdoctoral position for three or more years acquire employment protection during the period. This means that a direct transition into a new position at UiT will result in permanent employment from the first working day.
Rediger ressurser-underkapittel
Change of Salary for Temporary Employees
There is no opportunity to negotiate salary upon the prolongation of temporary positions. The exception to this is when extending secondary employment. A salary assessment must be conducted within 12 months in accordance with the Main Collective Agreement section 2.5.5.
Rediger ressurser-underkapittel
Working from home/Remote work
If an employee is to perform work from a geographical location other than UiT's campus/regular office locations, a remote work agreement must be made with the employee. The remote work agreement supplements the regular employment contract and is prepared by the unit. Remote work agreements can be made by the university management and the top leader of faculties and departments.
See UiT's Guidelines for Working from Home (only available in Norwegian). You will find a link to the template for the remote work agreement at the bottom of the document.
Regarding Work from Abroad
Please be aware that significant costs and fees may incur if the employee is to work from abroad. Working from abroad also requires special considerations regarding taxes, social security, and insurance.
Contact the Pay and HR Services Section (SELP) if it is considered relevant for the employee to work from abroad. They will provide an overview of costs and information on necessary procedures.
Rediger ressurser-underkapittel
Prerequisite for Increasing Employment Percentage
According to the Civil Servants Act § 13, part-time employees have a preferential right to an extended position rather than the employer making a new hire in the organization. The right of first refusal is conditional upon:
- The employee being qualified for the position
- Exercising the right of first refusal does not entail significant inconvenience for the organization
Prerequisite for Prolongation of Temporary Positions
A prerequisite for extending a temporary position is that the legal basis is still fulfilled (see temporary employment). There are different procedures and possibilities depending on financing and how the original employment was conducted.
- Internally funded positions without advertisement
- Internally funded advertised positions
- Externally funded positions
Internally funded positions without advertisement
These positions can be extended so that the total employment period becomes up to 12 months. Prolongations beyond this require the position to be advertised. See the personnel regulations at UiT sections 2.1, 2.2, and 2.3.
Internally funded advertised positions
When extending internally funded advertised positions, the temporary employee has the right to continue if the temporary work tasks continue, cf. the State's Personnel Handbook section 2.3.5.
Externally funded positions
Prolongation of externally funded positions is authorized in UiT's personnel regulations section 2.6.
Prerequisite for Prolongation of PhD Fellowship
As a PhD fellow, the hiring authority may, in special cases, grant a prolongation of the employment period for circumstances that have hindered progress in the PhD education. This may apply:
-
In the event of unforeseen obstacles related to work that cannot be attributed to the employee.
-
If career-promoting work is assigned to a 3-year position – or if the scope of career-promoting work has been significantly increased after the start of the position, the position may be extended to a maximum of 4 years, cf. the University and College Regulations and UiT's Supplementary Provisions
-
If employed in 50% or more of the position during all or part of the fellowship period.
Prolongation of the employment period presupposes that the fellow will be able to complete the research education within the prolongation period.
Prerequisite for Prolongation of Postdoctoral Position
The term of employment shall be between three and four years, and no one can be employed for more than one term as a postdoctoral fellow at UiT, cf. UHL § 7-6. Postdoctoral positions cannot be extended beyond the maximum term of four years.
Institutions may, in exceptional cases, extend the term of employment:
-
In the event of unforeseen obstacles related to the work, which cannot be attributed to the employee.
-
Up to the maximum time frame if the scope of other career-promoting work has been significantly increased after the start of the position.
See additional information: Regulations - Supplementary Provisions
There is no legal basis for an extension due to a reduced percentage of employment unless the employee is 62 years or older, or has a need for it due to health, social, or other significant welfare reasons, cf. the Working Environment Act. Applications for temporarily reduced working hours must be submitted as a leave application in the Self-service portal (DFØ).
Prerequisite for Prolongation of Additional Employment
Addtional employment can be appointed on a term basis for up to 20% of a teaching and research position. The term period should be from two to six years, cf. UHL § 7-7.
Please note that it is not possible to have additional employment in addition to a regular position at UiT
Prerequisite for Prolongation Beyond the Normal Retirement Age of 72 Years
According to the Age Limit Act § 3, the hiring authority can decide that an employee may continue beyond the normal retirement age.
- The service can first be extended up to two years, later one year at a time, but not beyond five years in total.
- It is a prerequisite that the employee continues in the same position with the same salary and working conditions.
- The right to a retirement pension is postponed.
The employer does not receive reimbursement for sick pay from NAV in case of sick leave for employees over 72 years. For employees between 67 and 70 years, the employer receives reimbursement for sick leave up to 60 days.
Public sector employers are encouraged to facilitate that older employees over 72 years can continue working. See more about this in the State's Personnel Handbook section 2.7.3.
Employment protection
Temporary employees achieve Employment protection with continuous employment at UiT over 3 years, cf. the Civil Servants Act § 9, third paragraph. Employment protection means that the employee is entitled to permanent employment.
- Employment relationships are considered continuous if the employee starts a new position within two weeks after the previous position.
- When calculating employment time, all continuous employment time at UiT should be counted, regardless of position type and unit.
- For PhD fellows with mandatory work, one year is included in the calculation of employment time.
- Hourly work of a certain extent will count. This must be assessed in each case, taking into account the extent and continuity.
The rules on employment protection do not apply to term positions.
For further information, see:
Employment protection for Postdoctoral Fellows
Employees who have been in a postdoctoral position for three or more years acquire employment protection during the period. This means that a direct transition into a new position at UiT will result in permanent employment from the first working day.
Change of Salary for Temporary Employees
There is no opportunity to negotiate salary upon the prolongation of temporary positions. The exception to this is when extending secondary employment. A salary assessment must be conducted within 12 months in accordance with the Main Collective Agreement section 2.5.5.
Working from home/Remote work
If an employee is to perform work from a geographical location other than UiT's campus/regular office locations, a remote work agreement must be made with the employee. The remote work agreement supplements the regular employment contract and is prepared by the unit. Remote work agreements can be made by the university management and the top leader of faculties and departments.
See UiT's Guidelines for Working from Home (only available in Norwegian). You will find a link to the template for the remote work agreement at the bottom of the document.
Regarding Work from Abroad
Please be aware that significant costs and fees may incur if the employee is to work from abroad. Working from abroad also requires special considerations regarding taxes, social security, and insurance.
Contact the Pay and HR Services Section (SELP) if it is considered relevant for the employee to work from abroad. They will provide an overview of costs and information on necessary procedures.
Prerequisite for Increasing Employment Percentage
According to the Civil Servants Act § 13, part-time employees have a preferential right to an extended position rather than the employer making a new hire in the organization. The right of first refusal is conditional upon:
- The employee being qualified for the position
- Exercising the right of first refusal does not entail significant inconvenience for the organization