UiT The Arctic University of Norway

* Printfriendly content: Define the purpose of the position

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.

Last changed: 05.07.2024

* Printfriendly content: Define the position's areas of responsibility and research

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.

Last changed: 25.06.2024

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.

Last changed: 03.07.2024

* Printfriendly content: Qualification requirements - Academic positions

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.

Last changed: 05.07.2024

* Printfriendly content: Qualification requirements - Technical/administrative positions

Qualification requirements - Technical/administrative positions

The local salary policy at 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.

Last changed: 02.07.2024

* Printfriendly content: Assessment of position code

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.

Last changed: 02.07.2024

* Printfriendly content: Analysis of the candidate marked

Analysis of the candidate marked

Analysis of the candidate market is conducted at the same time as the needs analysis. It is important to involve the search committee in the needs analysis and in the analysis of the candidate market.

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 search committee and 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.

Last changed: 02.07.2024

* Printfriendly content: Diversity and inclusion facilitation

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

Last changed: 02.07.2024

Use of Search Committee

A search committee is useful in the analysis of the candidate market and in the needs analysis.

The search committee must be composed of active professionals who have networks and know the relevant subject area/field of study.

The purpose of the committee is to identify and assess relevant candidates for the position. The committee can thus help to design a job description that describes the qualifications, areas of responsibility and what is expected of the new employee. The search committee may also actively search for candidates.

The committee plays a special role in relation to the gender equality plan. Before the announcement of permanent teaching and research positions in disciplines where one of the genders is underrepresented, the search committee is established to find candidates of the underrepresented gender who can then be encouraged to apply.

The individual units determine the composition of the search committee. Where appropriate, lower levels of authority at individual units may determine the composition of the search committee. Both genders should be represented (Section 2-1 of the Supplementary provisions concerning promotion and appointment to teaching and research positions).

At least one member of the search committee should be a member on the assessment committee and/or interview committee. This is to ensure consistency and quality throughout the process.

The search committee’s mandate and tasks

The committee’s task is to search for the underrepresented gender that may want to apply for the position.
The committee is appointed by an individual unit before the position is announced. The committee must consist of at least one woman and one man. Members of the committee may be internally employed.
The committee contacts relevant applicants by telephone, email, etc. to inform them about the position’s content and conditions, and encourages them to apply for the position in accordance with the announcement text.
The committee provides a brief account of the unit in question regarding the work done, e.g. how many people they have contacted.
The announcement text is sent to relevant applicants by the administration.
Case documents for the Appointments Committee/Faculty Board contain the following report from the work:

a. The following search committee was appointed by the unit: xxx and xxx. The committee contacted x number of relevant candidates. When the announcement deadline expired, x number of women/men applied for the position.

Last changed: 02.07.2024

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.

Last changed: 02.07.2024

* Printfriendly content: Possibility of appointing candidates who have not completed a degree

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.

Last changed: 20.11.2024

* Printfriendly content: How to write a good announcement text - academic positions

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!

Last changed: 03.07.2024

* Printfriendly content: How to write a good announcement text - technical/administrative positions

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
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!

Last changed: 03.07.2024

* Printfriendly content: Qualification conditions - Academic positions

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.

Last changed: 03.07.2024

* Printfriendly content: Project description - PhD Fellow position

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.

Last changed: 03.07.2024

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 22,000
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 38,000
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 62,000
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 10,670
Facebook/Instagram	Targeted campaign aimed at the channel's algorithms and available data, which is relevant for the target audience.	NOK 5,300 + spending
LinkedIn	Targeted campaign aimed at specific industries and job titles, based on relevant data and the algorithms available on LinkedIn.	NOK 5,300 + spending
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 7,000
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.	NOK 3,950 + spending
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 06.11.2024).

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?

Last changed: 15.11.2024

* Printfriendly content: Evaluation Commitees - Composition

Evaluation Commitees - Composition

PhD Fellow

At least 2 members
Minimum Associate professor competence
Supervision experience at the doctoral level
If possible, both genders should be represented.s

Postdoctoral Research Fellow

At least 2 members from the position’s field of expertise/subject area
As a minimum, one of the members must have senior position competence
The other member must have at least associate professor competence
Only one member of the committee can be from UiT.
At least one member of must be employed at an institution responsible for the doctoral education
If possible, both genders should be represented.

Lecturer, researcher code 1108 and university college lecturer

At least 2 members
One member must be formally qualified for employment in positions which entail a completed doctorate or equivalent
One member must have at least lecturer competence
Only one member of the committee can be from UiT.
If possible, both genders should be represented.
The Appointment Committee may decide that the requirement for expert assessment can be waived, cf. Section 6-3 (3) of the Act relating to Universities and University Colleges

Senior lecturer

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must be formally qualified for employment in positions which entail a completed doctorate or equivalent
Only one member of the committee can be from UiT.
If possible, both genders should be represented.

Associate professor and researcher 1109

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must have at least associate professor competence
Only one member of the committee can be from UiT. At least one member must be employed in an academic community responsible for doctoral education
If possible, both genders should be represented.

Professor

At least 3 members
Professor competence or equivalent within the subject area (docent competence is not equivalent to professor competence)
Only one member of the committee can be from UiT.
As far as possible, the committee should have a member from another country
If possible, both genders should be represented.

Professor competence: professor, 1183 researcher

Senior position competence: professor, Docent professor, researcher code 1183, as well as additional positions at the same level.

Associate professor competence: associate professor

Formally qualified for employment in positions which entail a completed doctorate or equivalent: associate professor, senior lecturer, researcher code 1109/1110, and additional positions at the same level

Last changed: 01.07.2024

Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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 4.4 of the Supplementary provisions.*
Educational competence requirements can be found in Section 4.5 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:

Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Approval of assessment report

Section 4.3 of Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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. The chairperson/administrative manager must normally be affiliated with UiT.

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:

Section 4.3 of Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Assess academic qualifications -Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 01.07.2024

* Printfriendly content: About the assessment report

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.

Last changed: 01.07.2024

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.

Last changed: 18.11.2024

* Printfriendly content: The interview committee’s mandate

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.

Last changed: 05.07.2024

* Printfriendly content: Selection for interview - academic positions

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.

Last changed: 06.07.2024

* Printfriendly content: Selection for interview technical/administrative positions

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.

Last changed: 06.07.2024

* Printfriendly content: About reference interviews

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.

Last changed: 05.07.2024

* Printfriendly content: About the interview report - Teaching and Researching Positions / Researcher Position

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

Last changed: 06.07.2024

* Printfriendly content: About the interview report - Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 08.07.2024

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.

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.

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.

* Printfriendly content: Preferential treatment - interview

Last changed: 06.07.2024

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 regulations relating to Section 4a 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.

Last changed: 05.07.2024

* Printfriendly content: Preferential treatment - nomination

* See Section 15 of the Norwegian civil Service Act.

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.

Last changed: 06.07.2024

* Printfriendly content: Provisions regarding probation period

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 is, for example, the case where funds have been allocated to only carry out tasks for a limited time.

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 funding Shorter 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. See Section 1-3 (3-5) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant.
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.

Last changed: 15.09.2024

* Printfriendly content: Define the purpose of the position

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.

Last changed: 05.07.2024

* Printfriendly content: Define the position's areas of responsibility and research

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.

Last changed: 25.06.2024

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.

Last changed: 03.07.2024

* Printfriendly content: Qualification requirements - Academic positions

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.

Last changed: 05.07.2024

* Printfriendly content: Qualification requirements - Technical/administrative positions

Qualification requirements - Technical/administrative positions

The local salary policy at 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.

Last changed: 02.07.2024

* Printfriendly content: Assessment of position code

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.

Last changed: 02.07.2024

* Printfriendly content: Analysis of the candidate marked

Analysis of the candidate marked

Analysis of the candidate market is conducted at the same time as the needs analysis. It is important to involve the search committee in the needs analysis and in the analysis of the candidate market.

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 search committee and 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.

Last changed: 02.07.2024

* Printfriendly content: Diversity and inclusion facilitation

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

Last changed: 02.07.2024

Use of Search Committee

A search committee is useful in the analysis of the candidate market and in the needs analysis.

The search committee must be composed of active professionals who have networks and know the relevant subject area/field of study.

The purpose of the committee is to identify and assess relevant candidates for the position. The committee can thus help to design a job description that describes the qualifications, areas of responsibility and what is expected of the new employee. The search committee may also actively search for candidates.

The committee plays a special role in relation to the gender equality plan. Before the announcement of permanent teaching and research positions in disciplines where one of the genders is underrepresented, the search committee is established to find candidates of the underrepresented gender who can then be encouraged to apply.

The individual units determine the composition of the search committee. Where appropriate, lower levels of authority at individual units may determine the composition of the search committee. Both genders should be represented (Section 2-1 of the Supplementary provisions concerning promotion and appointment to teaching and research positions).

At least one member of the search committee should be a member on the assessment committee and/or interview committee. This is to ensure consistency and quality throughout the process.

The search committee’s mandate and tasks

The committee’s task is to search for the underrepresented gender that may want to apply for the position.
The committee is appointed by an individual unit before the position is announced. The committee must consist of at least one woman and one man. Members of the committee may be internally employed.
The committee contacts relevant applicants by telephone, email, etc. to inform them about the position’s content and conditions, and encourages them to apply for the position in accordance with the announcement text.
The committee provides a brief account of the unit in question regarding the work done, e.g. how many people they have contacted.
The announcement text is sent to relevant applicants by the administration.
Case documents for the Appointments Committee/Faculty Board contain the following report from the work:

a. The following search committee was appointed by the unit: xxx and xxx. The committee contacted x number of relevant candidates. When the announcement deadline expired, x number of women/men applied for the position.

Last changed: 02.07.2024

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.

Last changed: 02.07.2024

* Printfriendly content: Possibility of appointing candidates who have not completed a degree

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.

Last changed: 20.11.2024

* Printfriendly content: How to write a good announcement text - academic positions

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!

Last changed: 03.07.2024

* Printfriendly content: How to write a good announcement text - technical/administrative positions

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
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!

Last changed: 03.07.2024

* Printfriendly content: Qualification conditions - Academic positions

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.

Last changed: 03.07.2024

* Printfriendly content: Project description - PhD Fellow position

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.

Last changed: 03.07.2024

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 22,000
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 38,000
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 62,000
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 10,670
Facebook/Instagram	Targeted campaign aimed at the channel's algorithms and available data, which is relevant for the target audience.	NOK 5,300 + spending
LinkedIn	Targeted campaign aimed at specific industries and job titles, based on relevant data and the algorithms available on LinkedIn.	NOK 5,300 + spending
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 7,000
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.	NOK 3,950 + spending
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 06.11.2024).

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?

Last changed: 15.11.2024

* Printfriendly content: Evaluation Commitees - Composition

Evaluation Commitees - Composition

PhD Fellow

At least 2 members
Minimum Associate professor competence
Supervision experience at the doctoral level
If possible, both genders should be represented.s

Postdoctoral Research Fellow

At least 2 members from the position’s field of expertise/subject area
As a minimum, one of the members must have senior position competence
The other member must have at least associate professor competence
Only one member of the committee can be from UiT.
At least one member of must be employed at an institution responsible for the doctoral education
If possible, both genders should be represented.

Lecturer, researcher code 1108 and university college lecturer

At least 2 members
One member must be formally qualified for employment in positions which entail a completed doctorate or equivalent
One member must have at least lecturer competence
Only one member of the committee can be from UiT.
If possible, both genders should be represented.
The Appointment Committee may decide that the requirement for expert assessment can be waived, cf. Section 6-3 (3) of the Act relating to Universities and University Colleges

Senior lecturer

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must be formally qualified for employment in positions which entail a completed doctorate or equivalent
Only one member of the committee can be from UiT.
If possible, both genders should be represented.

Associate professor and researcher 1109

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must have at least associate professor competence
Only one member of the committee can be from UiT. At least one member must be employed in an academic community responsible for doctoral education
If possible, both genders should be represented.

Professor

At least 3 members
Professor competence or equivalent within the subject area (docent competence is not equivalent to professor competence)
Only one member of the committee can be from UiT.
As far as possible, the committee should have a member from another country
If possible, both genders should be represented.

Professor competence: professor, 1183 researcher

Senior position competence: professor, Docent professor, researcher code 1183, as well as additional positions at the same level.

Associate professor competence: associate professor

Formally qualified for employment in positions which entail a completed doctorate or equivalent: associate professor, senior lecturer, researcher code 1109/1110, and additional positions at the same level

Last changed: 01.07.2024

Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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 4.4 of the Supplementary provisions.*
Educational competence requirements can be found in Section 4.5 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:

Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Approval of assessment report

Section 4.3 of Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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. The chairperson/administrative manager must normally be affiliated with UiT.

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:

Section 4.3 of Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Assess academic qualifications -Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 01.07.2024

* Printfriendly content: About the assessment report

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.

Last changed: 01.07.2024

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.

Last changed: 18.11.2024

* Printfriendly content: The interview committee’s mandate

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.

Last changed: 05.07.2024

* Printfriendly content: Selection for interview - academic positions

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.

Last changed: 06.07.2024

* Printfriendly content: Selection for interview technical/administrative positions

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.

Last changed: 06.07.2024

* Printfriendly content: About reference interviews

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.

Last changed: 05.07.2024

* Printfriendly content: About the interview report - Teaching and Researching Positions / Researcher Position

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

Last changed: 06.07.2024

* Printfriendly content: About the interview report - Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 08.07.2024

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.

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.

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.

* Printfriendly content: Preferential treatment - interview

Last changed: 06.07.2024

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 regulations relating to Section 4a 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.

Last changed: 05.07.2024

* Printfriendly content: Preferential treatment - nomination

* See Section 15 of the Norwegian civil Service Act.

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.

Last changed: 06.07.2024

* Printfriendly content: Provisions regarding probation period

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 is, for example, the case where funds have been allocated to only carry out tasks for a limited time.

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 funding Shorter 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. See Section 1-3 (3-5) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant.
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.

Last changed: 15.09.2024

* Printfriendly content: Define the purpose of the position

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.

Last changed: 05.07.2024

* Printfriendly content: Define the position's areas of responsibility and research

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.

Last changed: 25.06.2024

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.

Last changed: 03.07.2024

* Printfriendly content: Qualification requirements - Academic positions

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.

Last changed: 05.07.2024

* Printfriendly content: Qualification requirements - Technical/administrative positions

Qualification requirements - Technical/administrative positions

The local salary policy at 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.

Last changed: 02.07.2024

* Printfriendly content: Assessment of position code

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.

Last changed: 02.07.2024

* Printfriendly content: Analysis of the candidate marked

Analysis of the candidate marked

Analysis of the candidate market is conducted at the same time as the needs analysis. It is important to involve the search committee in the needs analysis and in the analysis of the candidate market.

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 search committee and 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.

Last changed: 02.07.2024

* Printfriendly content: Diversity and inclusion facilitation

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

Last changed: 02.07.2024

Use of Search Committee

A search committee is useful in the analysis of the candidate market and in the needs analysis.

The search committee must be composed of active professionals who have networks and know the relevant subject area/field of study.

The purpose of the committee is to identify and assess relevant candidates for the position. The committee can thus help to design a job description that describes the qualifications, areas of responsibility and what is expected of the new employee. The search committee may also actively search for candidates.

The committee plays a special role in relation to the gender equality plan. Before the announcement of permanent teaching and research positions in disciplines where one of the genders is underrepresented, the search committee is established to find candidates of the underrepresented gender who can then be encouraged to apply.

The individual units determine the composition of the search committee. Where appropriate, lower levels of authority at individual units may determine the composition of the search committee. Both genders should be represented (Section 2-1 of the Supplementary provisions concerning promotion and appointment to teaching and research positions).

At least one member of the search committee should be a member on the assessment committee and/or interview committee. This is to ensure consistency and quality throughout the process.

The search committee’s mandate and tasks

The committee’s task is to search for the underrepresented gender that may want to apply for the position.
The committee is appointed by an individual unit before the position is announced. The committee must consist of at least one woman and one man. Members of the committee may be internally employed.
The committee contacts relevant applicants by telephone, email, etc. to inform them about the position’s content and conditions, and encourages them to apply for the position in accordance with the announcement text.
The committee provides a brief account of the unit in question regarding the work done, e.g. how many people they have contacted.
The announcement text is sent to relevant applicants by the administration.
Case documents for the Appointments Committee/Faculty Board contain the following report from the work:

a. The following search committee was appointed by the unit: xxx and xxx. The committee contacted x number of relevant candidates. When the announcement deadline expired, x number of women/men applied for the position.

Last changed: 02.07.2024

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.

Last changed: 02.07.2024

* Printfriendly content: Possibility of appointing candidates who have not completed a degree

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.

Last changed: 20.11.2024

* Printfriendly content: How to write a good announcement text - academic positions

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!

Last changed: 03.07.2024

* Printfriendly content: How to write a good announcement text - technical/administrative positions

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
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!

Last changed: 03.07.2024

* Printfriendly content: Qualification conditions - Academic positions

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.

Last changed: 03.07.2024

* Printfriendly content: Project description - PhD Fellow position

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.

Last changed: 03.07.2024

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 22,000
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 38,000
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 62,000
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 10,670
Facebook/Instagram	Targeted campaign aimed at the channel's algorithms and available data, which is relevant for the target audience.	NOK 5,300 + spending
LinkedIn	Targeted campaign aimed at specific industries and job titles, based on relevant data and the algorithms available on LinkedIn.	NOK 5,300 + spending
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 7,000
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.	NOK 3,950 + spending
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 06.11.2024).

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?

Last changed: 15.11.2024

* Printfriendly content: Evaluation Commitees - Composition

Evaluation Commitees - Composition

PhD Fellow

At least 2 members
Minimum Associate professor competence
Supervision experience at the doctoral level
If possible, both genders should be represented.s

Postdoctoral Research Fellow

At least 2 members from the position’s field of expertise/subject area
As a minimum, one of the members must have senior position competence
The other member must have at least associate professor competence
Only one member of the committee can be from UiT.
At least one member of must be employed at an institution responsible for the doctoral education
If possible, both genders should be represented.

Lecturer, researcher code 1108 and university college lecturer

At least 2 members
One member must be formally qualified for employment in positions which entail a completed doctorate or equivalent
One member must have at least lecturer competence
Only one member of the committee can be from UiT.
If possible, both genders should be represented.
The Appointment Committee may decide that the requirement for expert assessment can be waived, cf. Section 6-3 (3) of the Act relating to Universities and University Colleges

Senior lecturer

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must be formally qualified for employment in positions which entail a completed doctorate or equivalent
Only one member of the committee can be from UiT.
If possible, both genders should be represented.

Associate professor and researcher 1109

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must have at least associate professor competence
Only one member of the committee can be from UiT. At least one member must be employed in an academic community responsible for doctoral education
If possible, both genders should be represented.

Professor

At least 3 members
Professor competence or equivalent within the subject area (docent competence is not equivalent to professor competence)
Only one member of the committee can be from UiT.
As far as possible, the committee should have a member from another country
If possible, both genders should be represented.

Professor competence: professor, 1183 researcher

Senior position competence: professor, Docent professor, researcher code 1183, as well as additional positions at the same level.

Associate professor competence: associate professor

Formally qualified for employment in positions which entail a completed doctorate or equivalent: associate professor, senior lecturer, researcher code 1109/1110, and additional positions at the same level

Last changed: 01.07.2024

Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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 4.4 of the Supplementary provisions.*
Educational competence requirements can be found in Section 4.5 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:

Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Approval of assessment report

Section 4.3 of Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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. The chairperson/administrative manager must normally be affiliated with UiT.

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:

Section 4.3 of Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Assess academic qualifications -Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 01.07.2024

* Printfriendly content: About the assessment report

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.

Last changed: 01.07.2024

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.

Last changed: 18.11.2024

* Printfriendly content: The interview committee’s mandate

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.

Last changed: 05.07.2024

* Printfriendly content: Selection for interview - academic positions

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.

Last changed: 06.07.2024

* Printfriendly content: Selection for interview technical/administrative positions

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.

Last changed: 06.07.2024

* Printfriendly content: About reference interviews

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.

Last changed: 05.07.2024

* Printfriendly content: About the interview report - Teaching and Researching Positions / Researcher Position

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

Last changed: 06.07.2024

* Printfriendly content: About the interview report - Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 08.07.2024

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.

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.

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.

* Printfriendly content: Preferential treatment - interview

Last changed: 06.07.2024

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 regulations relating to Section 4a 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.

Last changed: 05.07.2024

* Printfriendly content: Preferential treatment - nomination

* See Section 15 of the Norwegian civil Service Act.

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.

Last changed: 06.07.2024

* Printfriendly content: Provisions regarding probation period

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 is, for example, the case where funds have been allocated to only carry out tasks for a limited time.

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 funding Shorter 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. See Section 1-3 (3-5) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant.
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.

Last changed: 15.09.2024

* Printfriendly content: Define the purpose of the position

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.

Last changed: 05.07.2024

* Printfriendly content: Define the position's areas of responsibility and research

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.

Last changed: 25.06.2024

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.

Last changed: 03.07.2024

* Printfriendly content: Qualification requirements - Academic positions

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.

Last changed: 05.07.2024

* Printfriendly content: Qualification requirements - Technical/administrative positions

Qualification requirements - Technical/administrative positions

The local salary policy at 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.

Last changed: 02.07.2024

* Printfriendly content: Assessment of position code

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.

Last changed: 02.07.2024

* Printfriendly content: Analysis of the candidate marked

Analysis of the candidate marked

Analysis of the candidate market is conducted at the same time as the needs analysis. It is important to involve the search committee in the needs analysis and in the analysis of the candidate market.

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 search committee and 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.

Last changed: 02.07.2024

* Printfriendly content: Diversity and inclusion facilitation

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

Last changed: 02.07.2024

Use of Search Committee

A search committee is useful in the analysis of the candidate market and in the needs analysis.

The search committee must be composed of active professionals who have networks and know the relevant subject area/field of study.

The purpose of the committee is to identify and assess relevant candidates for the position. The committee can thus help to design a job description that describes the qualifications, areas of responsibility and what is expected of the new employee. The search committee may also actively search for candidates.

The committee plays a special role in relation to the gender equality plan. Before the announcement of permanent teaching and research positions in disciplines where one of the genders is underrepresented, the search committee is established to find candidates of the underrepresented gender who can then be encouraged to apply.

The individual units determine the composition of the search committee. Where appropriate, lower levels of authority at individual units may determine the composition of the search committee. Both genders should be represented (Section 2-1 of the Supplementary provisions concerning promotion and appointment to teaching and research positions).

At least one member of the search committee should be a member on the assessment committee and/or interview committee. This is to ensure consistency and quality throughout the process.

The search committee’s mandate and tasks

The committee’s task is to search for the underrepresented gender that may want to apply for the position.
The committee is appointed by an individual unit before the position is announced. The committee must consist of at least one woman and one man. Members of the committee may be internally employed.
The committee contacts relevant applicants by telephone, email, etc. to inform them about the position’s content and conditions, and encourages them to apply for the position in accordance with the announcement text.
The committee provides a brief account of the unit in question regarding the work done, e.g. how many people they have contacted.
The announcement text is sent to relevant applicants by the administration.
Case documents for the Appointments Committee/Faculty Board contain the following report from the work:

a. The following search committee was appointed by the unit: xxx and xxx. The committee contacted x number of relevant candidates. When the announcement deadline expired, x number of women/men applied for the position.

Last changed: 02.07.2024

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.

Last changed: 02.07.2024

* Printfriendly content: Possibility of appointing candidates who have not completed a degree

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.

Last changed: 20.11.2024

* Printfriendly content: How to write a good announcement text - academic positions

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!

Last changed: 03.07.2024

* Printfriendly content: How to write a good announcement text - technical/administrative positions

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
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!

Last changed: 03.07.2024

* Printfriendly content: Qualification conditions - Academic positions

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.

Last changed: 03.07.2024

* Printfriendly content: Project description - PhD Fellow position

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.

Last changed: 03.07.2024

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 22,000
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 38,000
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 62,000
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 10,670
Facebook/Instagram	Targeted campaign aimed at the channel's algorithms and available data, which is relevant for the target audience.	NOK 5,300 + spending
LinkedIn	Targeted campaign aimed at specific industries and job titles, based on relevant data and the algorithms available on LinkedIn.	NOK 5,300 + spending
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 7,000
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.	NOK 3,950 + spending
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 06.11.2024).

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?

Last changed: 15.11.2024

* Printfriendly content: Evaluation Commitees - Composition

Evaluation Commitees - Composition

PhD Fellow

At least 2 members
Minimum Associate professor competence
Supervision experience at the doctoral level
If possible, both genders should be represented.s

Postdoctoral Research Fellow

At least 2 members from the position’s field of expertise/subject area
As a minimum, one of the members must have senior position competence
The other member must have at least associate professor competence
Only one member of the committee can be from UiT.
At least one member of must be employed at an institution responsible for the doctoral education
If possible, both genders should be represented.

Lecturer, researcher code 1108 and university college lecturer

At least 2 members
One member must be formally qualified for employment in positions which entail a completed doctorate or equivalent
One member must have at least lecturer competence
Only one member of the committee can be from UiT.
If possible, both genders should be represented.
The Appointment Committee may decide that the requirement for expert assessment can be waived, cf. Section 6-3 (3) of the Act relating to Universities and University Colleges

Senior lecturer

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must be formally qualified for employment in positions which entail a completed doctorate or equivalent
Only one member of the committee can be from UiT.
If possible, both genders should be represented.

Associate professor and researcher 1109

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must have at least associate professor competence
Only one member of the committee can be from UiT. At least one member must be employed in an academic community responsible for doctoral education
If possible, both genders should be represented.

Professor

At least 3 members
Professor competence or equivalent within the subject area (docent competence is not equivalent to professor competence)
Only one member of the committee can be from UiT.
As far as possible, the committee should have a member from another country
If possible, both genders should be represented.

Professor competence: professor, 1183 researcher

Senior position competence: professor, Docent professor, researcher code 1183, as well as additional positions at the same level.

Associate professor competence: associate professor

Formally qualified for employment in positions which entail a completed doctorate or equivalent: associate professor, senior lecturer, researcher code 1109/1110, and additional positions at the same level

Last changed: 01.07.2024

Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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 4.4 of the Supplementary provisions.*
Educational competence requirements can be found in Section 4.5 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:

Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Approval of assessment report

Section 4.3 of Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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. The chairperson/administrative manager must normally be affiliated with UiT.

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:

Section 4.3 of Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Assess academic qualifications -Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 01.07.2024

* Printfriendly content: About the assessment report

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.

Last changed: 01.07.2024

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.

Last changed: 18.11.2024

* Printfriendly content: The interview committee’s mandate

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.

Last changed: 05.07.2024

* Printfriendly content: Selection for interview - academic positions

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.

Last changed: 06.07.2024

* Printfriendly content: Selection for interview technical/administrative positions

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.

Last changed: 06.07.2024

* Printfriendly content: About reference interviews

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.

Last changed: 05.07.2024

* Printfriendly content: About the interview report - Teaching and Researching Positions / Researcher Position

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

Last changed: 06.07.2024

* Printfriendly content: About the interview report - Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 08.07.2024

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.

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.

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.

* Printfriendly content: Preferential treatment - interview

Last changed: 06.07.2024

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 regulations relating to Section 4a 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.

Last changed: 05.07.2024

* Printfriendly content: Preferential treatment - nomination

* See Section 15 of the Norwegian civil Service Act.

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.

Last changed: 06.07.2024

* Printfriendly content: Provisions regarding probation period

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 is, for example, the case where funds have been allocated to only carry out tasks for a limited time.

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 funding Shorter 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. See Section 1-3 (3-5) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant.
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.

Last changed: 15.09.2024

* Printfriendly content: Define the purpose of the position

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.

Last changed: 05.07.2024

* Printfriendly content: Define the position's areas of responsibility and research

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.

Last changed: 25.06.2024

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.

Last changed: 03.07.2024

* Printfriendly content: Qualification requirements - Academic positions

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.

Last changed: 05.07.2024

* Printfriendly content: Qualification requirements - Technical/administrative positions

Qualification requirements - Technical/administrative positions

The local salary policy at 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.

Last changed: 02.07.2024

* Printfriendly content: Assessment of position code

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.

Last changed: 02.07.2024

* Printfriendly content: Analysis of the candidate marked

Analysis of the candidate marked

Analysis of the candidate market is conducted at the same time as the needs analysis. It is important to involve the search committee in the needs analysis and in the analysis of the candidate market.

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 search committee and 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.

Last changed: 02.07.2024

* Printfriendly content: Diversity and inclusion facilitation

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

Last changed: 02.07.2024

Use of Search Committee

A search committee is useful in the analysis of the candidate market and in the needs analysis.

The search committee must be composed of active professionals who have networks and know the relevant subject area/field of study.

The purpose of the committee is to identify and assess relevant candidates for the position. The committee can thus help to design a job description that describes the qualifications, areas of responsibility and what is expected of the new employee. The search committee may also actively search for candidates.

The committee plays a special role in relation to the gender equality plan. Before the announcement of permanent teaching and research positions in disciplines where one of the genders is underrepresented, the search committee is established to find candidates of the underrepresented gender who can then be encouraged to apply.

The individual units determine the composition of the search committee. Where appropriate, lower levels of authority at individual units may determine the composition of the search committee. Both genders should be represented (Section 2-1 of the Supplementary provisions concerning promotion and appointment to teaching and research positions).

At least one member of the search committee should be a member on the assessment committee and/or interview committee. This is to ensure consistency and quality throughout the process.

The search committee’s mandate and tasks

The committee’s task is to search for the underrepresented gender that may want to apply for the position.
The committee is appointed by an individual unit before the position is announced. The committee must consist of at least one woman and one man. Members of the committee may be internally employed.
The committee contacts relevant applicants by telephone, email, etc. to inform them about the position’s content and conditions, and encourages them to apply for the position in accordance with the announcement text.
The committee provides a brief account of the unit in question regarding the work done, e.g. how many people they have contacted.
The announcement text is sent to relevant applicants by the administration.
Case documents for the Appointments Committee/Faculty Board contain the following report from the work:

a. The following search committee was appointed by the unit: xxx and xxx. The committee contacted x number of relevant candidates. When the announcement deadline expired, x number of women/men applied for the position.

Last changed: 02.07.2024

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.

Last changed: 02.07.2024

* Printfriendly content: Possibility of appointing candidates who have not completed a degree

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.

Last changed: 20.11.2024

* Printfriendly content: How to write a good announcement text - academic positions

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!

Last changed: 03.07.2024

* Printfriendly content: How to write a good announcement text - technical/administrative positions

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
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!

Last changed: 03.07.2024

* Printfriendly content: Qualification conditions - Academic positions

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.

Last changed: 03.07.2024

* Printfriendly content: Project description - PhD Fellow position

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.

Last changed: 03.07.2024

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 22,000
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 38,000
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 62,000
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 10,670
Facebook/Instagram	Targeted campaign aimed at the channel's algorithms and available data, which is relevant for the target audience.	NOK 5,300 + spending
LinkedIn	Targeted campaign aimed at specific industries and job titles, based on relevant data and the algorithms available on LinkedIn.	NOK 5,300 + spending
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 7,000
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.	NOK 3,950 + spending
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 06.11.2024).

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?

Last changed: 15.11.2024

* Printfriendly content: Evaluation Commitees - Composition

Evaluation Commitees - Composition

PhD Fellow

At least 2 members
Minimum Associate professor competence
Supervision experience at the doctoral level
If possible, both genders should be represented.s

Postdoctoral Research Fellow

At least 2 members from the position’s field of expertise/subject area
As a minimum, one of the members must have senior position competence
The other member must have at least associate professor competence
Only one member of the committee can be from UiT.
At least one member of must be employed at an institution responsible for the doctoral education
If possible, both genders should be represented.

Lecturer, researcher code 1108 and university college lecturer

At least 2 members
One member must be formally qualified for employment in positions which entail a completed doctorate or equivalent
One member must have at least lecturer competence
Only one member of the committee can be from UiT.
If possible, both genders should be represented.
The Appointment Committee may decide that the requirement for expert assessment can be waived, cf. Section 6-3 (3) of the Act relating to Universities and University Colleges

Senior lecturer

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must be formally qualified for employment in positions which entail a completed doctorate or equivalent
Only one member of the committee can be from UiT.
If possible, both genders should be represented.

Associate professor and researcher 1109

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must have at least associate professor competence
Only one member of the committee can be from UiT. At least one member must be employed in an academic community responsible for doctoral education
If possible, both genders should be represented.

Professor

At least 3 members
Professor competence or equivalent within the subject area (docent competence is not equivalent to professor competence)
Only one member of the committee can be from UiT.
As far as possible, the committee should have a member from another country
If possible, both genders should be represented.

Professor competence: professor, 1183 researcher

Senior position competence: professor, Docent professor, researcher code 1183, as well as additional positions at the same level.

Associate professor competence: associate professor

Formally qualified for employment in positions which entail a completed doctorate or equivalent: associate professor, senior lecturer, researcher code 1109/1110, and additional positions at the same level

Last changed: 01.07.2024

Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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 4.4 of the Supplementary provisions.*
Educational competence requirements can be found in Section 4.5 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:

Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Approval of assessment report

Section 4.3 of Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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. The chairperson/administrative manager must normally be affiliated with UiT.

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:

Section 4.3 of Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Assess academic qualifications -Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 01.07.2024

* Printfriendly content: About the assessment report

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.

Last changed: 01.07.2024

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.

Last changed: 18.11.2024

* Printfriendly content: The interview committee’s mandate

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.

Last changed: 05.07.2024

* Printfriendly content: Selection for interview - academic positions

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.

Last changed: 06.07.2024

* Printfriendly content: Selection for interview technical/administrative positions

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.

Last changed: 06.07.2024

* Printfriendly content: About reference interviews

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.

Last changed: 05.07.2024

* Printfriendly content: About the interview report - Teaching and Researching Positions / Researcher Position

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

Last changed: 06.07.2024

* Printfriendly content: About the interview report - Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 08.07.2024

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.

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.

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.

* Printfriendly content: Preferential treatment - interview

Last changed: 06.07.2024

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 regulations relating to Section 4a 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.

Last changed: 05.07.2024

* Printfriendly content: Preferential treatment - nomination

* See Section 15 of the Norwegian civil Service Act.

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.

Last changed: 06.07.2024

* Printfriendly content: Provisions regarding probation period

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 is, for example, the case where funds have been allocated to only carry out tasks for a limited time.

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 funding Shorter 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. See Section 1-3 (3-5) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant.
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.

Last changed: 15.09.2024

* Printfriendly content: Define the purpose of the position

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.

Last changed: 05.07.2024

* Printfriendly content: Define the position's areas of responsibility and research

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.

Last changed: 25.06.2024

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.

Last changed: 03.07.2024

* Printfriendly content: Qualification requirements - Academic positions

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.

Last changed: 05.07.2024

* Printfriendly content: Qualification requirements - Technical/administrative positions

Qualification requirements - Technical/administrative positions

The local salary policy at 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.

Last changed: 02.07.2024

* Printfriendly content: Assessment of position code

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.

Last changed: 02.07.2024

* Printfriendly content: Analysis of the candidate marked

Analysis of the candidate marked

Analysis of the candidate market is conducted at the same time as the needs analysis. It is important to involve the search committee in the needs analysis and in the analysis of the candidate market.

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 search committee and 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.

Last changed: 02.07.2024

* Printfriendly content: Diversity and inclusion facilitation

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

Last changed: 02.07.2024

Use of Search Committee

A search committee is useful in the analysis of the candidate market and in the needs analysis.

The search committee must be composed of active professionals who have networks and know the relevant subject area/field of study.

The purpose of the committee is to identify and assess relevant candidates for the position. The committee can thus help to design a job description that describes the qualifications, areas of responsibility and what is expected of the new employee. The search committee may also actively search for candidates.

The committee plays a special role in relation to the gender equality plan. Before the announcement of permanent teaching and research positions in disciplines where one of the genders is underrepresented, the search committee is established to find candidates of the underrepresented gender who can then be encouraged to apply.

The individual units determine the composition of the search committee. Where appropriate, lower levels of authority at individual units may determine the composition of the search committee. Both genders should be represented (Section 2-1 of the Supplementary provisions concerning promotion and appointment to teaching and research positions).

At least one member of the search committee should be a member on the assessment committee and/or interview committee. This is to ensure consistency and quality throughout the process.

The search committee’s mandate and tasks

The committee’s task is to search for the underrepresented gender that may want to apply for the position.
The committee is appointed by an individual unit before the position is announced. The committee must consist of at least one woman and one man. Members of the committee may be internally employed.
The committee contacts relevant applicants by telephone, email, etc. to inform them about the position’s content and conditions, and encourages them to apply for the position in accordance with the announcement text.
The committee provides a brief account of the unit in question regarding the work done, e.g. how many people they have contacted.
The announcement text is sent to relevant applicants by the administration.
Case documents for the Appointments Committee/Faculty Board contain the following report from the work:

a. The following search committee was appointed by the unit: xxx and xxx. The committee contacted x number of relevant candidates. When the announcement deadline expired, x number of women/men applied for the position.

Last changed: 02.07.2024

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.

Last changed: 02.07.2024

* Printfriendly content: Possibility of appointing candidates who have not completed a degree

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.

Last changed: 20.11.2024

* Printfriendly content: How to write a good announcement text - academic positions

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!

Last changed: 03.07.2024

* Printfriendly content: How to write a good announcement text - technical/administrative positions

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
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!

Last changed: 03.07.2024

* Printfriendly content: Qualification conditions - Academic positions

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.

Last changed: 03.07.2024

* Printfriendly content: Project description - PhD Fellow position

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.

Last changed: 03.07.2024

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 22,000
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 38,000
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 62,000
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 10,670
Facebook/Instagram	Targeted campaign aimed at the channel's algorithms and available data, which is relevant for the target audience.	NOK 5,300 + spending
LinkedIn	Targeted campaign aimed at specific industries and job titles, based on relevant data and the algorithms available on LinkedIn.	NOK 5,300 + spending
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 7,000
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.	NOK 3,950 + spending
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 06.11.2024).

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?

Last changed: 15.11.2024

* Printfriendly content: Evaluation Commitees - Composition

Evaluation Commitees - Composition

PhD Fellow

At least 2 members
Minimum Associate professor competence
Supervision experience at the doctoral level
If possible, both genders should be represented.s

Postdoctoral Research Fellow

At least 2 members from the position’s field of expertise/subject area
As a minimum, one of the members must have senior position competence
The other member must have at least associate professor competence
Only one member of the committee can be from UiT.
At least one member of must be employed at an institution responsible for the doctoral education
If possible, both genders should be represented.

Lecturer, researcher code 1108 and university college lecturer

At least 2 members
One member must be formally qualified for employment in positions which entail a completed doctorate or equivalent
One member must have at least lecturer competence
Only one member of the committee can be from UiT.
If possible, both genders should be represented.
The Appointment Committee may decide that the requirement for expert assessment can be waived, cf. Section 6-3 (3) of the Act relating to Universities and University Colleges

Senior lecturer

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must be formally qualified for employment in positions which entail a completed doctorate or equivalent
Only one member of the committee can be from UiT.
If possible, both genders should be represented.

Associate professor and researcher 1109

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must have at least associate professor competence
Only one member of the committee can be from UiT. At least one member must be employed in an academic community responsible for doctoral education
If possible, both genders should be represented.

Professor

At least 3 members
Professor competence or equivalent within the subject area (docent competence is not equivalent to professor competence)
Only one member of the committee can be from UiT.
As far as possible, the committee should have a member from another country
If possible, both genders should be represented.

Professor competence: professor, 1183 researcher

Senior position competence: professor, Docent professor, researcher code 1183, as well as additional positions at the same level.

Associate professor competence: associate professor

Formally qualified for employment in positions which entail a completed doctorate or equivalent: associate professor, senior lecturer, researcher code 1109/1110, and additional positions at the same level

Last changed: 01.07.2024

Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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 4.4 of the Supplementary provisions.*
Educational competence requirements can be found in Section 4.5 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:

Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Approval of assessment report

Section 4.3 of Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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. The chairperson/administrative manager must normally be affiliated with UiT.

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:

Section 4.3 of Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Assess academic qualifications -Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 01.07.2024

* Printfriendly content: About the assessment report

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.

Last changed: 01.07.2024

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.

Last changed: 18.11.2024

* Printfriendly content: The interview committee’s mandate

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.

Last changed: 05.07.2024

* Printfriendly content: Selection for interview - academic positions

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.

Last changed: 06.07.2024

* Printfriendly content: Selection for interview technical/administrative positions

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.

Last changed: 06.07.2024

* Printfriendly content: About reference interviews

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.

Last changed: 05.07.2024

* Printfriendly content: About the interview report - Teaching and Researching Positions / Researcher Position

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

Last changed: 06.07.2024

* Printfriendly content: About the interview report - Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 08.07.2024

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.

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.

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.

* Printfriendly content: Preferential treatment - interview

Last changed: 06.07.2024

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 regulations relating to Section 4a 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.

Last changed: 05.07.2024

* Printfriendly content: Preferential treatment - nomination

* See Section 15 of the Norwegian civil Service Act.

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.

Last changed: 06.07.2024

* Printfriendly content: Provisions regarding probation period

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 is, for example, the case where funds have been allocated to only carry out tasks for a limited time.

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 funding Shorter 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. See Section 1-3 (3-5) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant.
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.

Last changed: 15.09.2024

* Printfriendly content: Define the purpose of the position

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.

Last changed: 05.07.2024

* Printfriendly content: Define the position's areas of responsibility and research

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.

Last changed: 25.06.2024

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.

Last changed: 03.07.2024

* Printfriendly content: Qualification requirements - Academic positions

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.

Last changed: 05.07.2024

* Printfriendly content: Qualification requirements - Technical/administrative positions

Qualification requirements - Technical/administrative positions

The local salary policy at 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.

Last changed: 02.07.2024

* Printfriendly content: Assessment of position code

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.

Last changed: 02.07.2024

* Printfriendly content: Analysis of the candidate marked

Analysis of the candidate marked

Analysis of the candidate market is conducted at the same time as the needs analysis. It is important to involve the search committee in the needs analysis and in the analysis of the candidate market.

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 search committee and 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.

Last changed: 02.07.2024

* Printfriendly content: Diversity and inclusion facilitation

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

Last changed: 02.07.2024

Use of Search Committee

A search committee is useful in the analysis of the candidate market and in the needs analysis.

The search committee must be composed of active professionals who have networks and know the relevant subject area/field of study.

The purpose of the committee is to identify and assess relevant candidates for the position. The committee can thus help to design a job description that describes the qualifications, areas of responsibility and what is expected of the new employee. The search committee may also actively search for candidates.

The committee plays a special role in relation to the gender equality plan. Before the announcement of permanent teaching and research positions in disciplines where one of the genders is underrepresented, the search committee is established to find candidates of the underrepresented gender who can then be encouraged to apply.

The individual units determine the composition of the search committee. Where appropriate, lower levels of authority at individual units may determine the composition of the search committee. Both genders should be represented (Section 2-1 of the Supplementary provisions concerning promotion and appointment to teaching and research positions).

At least one member of the search committee should be a member on the assessment committee and/or interview committee. This is to ensure consistency and quality throughout the process.

The search committee’s mandate and tasks

The committee’s task is to search for the underrepresented gender that may want to apply for the position.
The committee is appointed by an individual unit before the position is announced. The committee must consist of at least one woman and one man. Members of the committee may be internally employed.
The committee contacts relevant applicants by telephone, email, etc. to inform them about the position’s content and conditions, and encourages them to apply for the position in accordance with the announcement text.
The committee provides a brief account of the unit in question regarding the work done, e.g. how many people they have contacted.
The announcement text is sent to relevant applicants by the administration.
Case documents for the Appointments Committee/Faculty Board contain the following report from the work:

a. The following search committee was appointed by the unit: xxx and xxx. The committee contacted x number of relevant candidates. When the announcement deadline expired, x number of women/men applied for the position.

Last changed: 02.07.2024

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.

Last changed: 02.07.2024

* Printfriendly content: Possibility of appointing candidates who have not completed a degree

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.

Last changed: 20.11.2024

* Printfriendly content: How to write a good announcement text - academic positions

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!

Last changed: 03.07.2024

* Printfriendly content: How to write a good announcement text - technical/administrative positions

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
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!

Last changed: 03.07.2024

* Printfriendly content: Qualification conditions - Academic positions

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.

Last changed: 03.07.2024

* Printfriendly content: Project description - PhD Fellow position

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.

Last changed: 03.07.2024

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 22,000
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 38,000
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 62,000
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 10,670
Facebook/Instagram	Targeted campaign aimed at the channel's algorithms and available data, which is relevant for the target audience.	NOK 5,300 + spending
LinkedIn	Targeted campaign aimed at specific industries and job titles, based on relevant data and the algorithms available on LinkedIn.	NOK 5,300 + spending
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 7,000
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.	NOK 3,950 + spending
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 06.11.2024).

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?

Last changed: 15.11.2024

* Printfriendly content: Evaluation Commitees - Composition

Evaluation Commitees - Composition

PhD Fellow

At least 2 members
Minimum Associate professor competence
Supervision experience at the doctoral level
If possible, both genders should be represented.s

Postdoctoral Research Fellow

At least 2 members from the position’s field of expertise/subject area
As a minimum, one of the members must have senior position competence
The other member must have at least associate professor competence
Only one member of the committee can be from UiT.
At least one member of must be employed at an institution responsible for the doctoral education
If possible, both genders should be represented.

Lecturer, researcher code 1108 and university college lecturer

At least 2 members
One member must be formally qualified for employment in positions which entail a completed doctorate or equivalent
One member must have at least lecturer competence
Only one member of the committee can be from UiT.
If possible, both genders should be represented.
The Appointment Committee may decide that the requirement for expert assessment can be waived, cf. Section 6-3 (3) of the Act relating to Universities and University Colleges

Senior lecturer

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must be formally qualified for employment in positions which entail a completed doctorate or equivalent
Only one member of the committee can be from UiT.
If possible, both genders should be represented.

Associate professor and researcher 1109

At least 3 members
At least one member must be formally qualified for employment in positions which require more than a completed doctorate or equivalent
The others must have at least associate professor competence
Only one member of the committee can be from UiT. At least one member must be employed in an academic community responsible for doctoral education
If possible, both genders should be represented.

Professor

At least 3 members
Professor competence or equivalent within the subject area (docent competence is not equivalent to professor competence)
Only one member of the committee can be from UiT.
As far as possible, the committee should have a member from another country
If possible, both genders should be represented.

Professor competence: professor, 1183 researcher

Senior position competence: professor, Docent professor, researcher code 1183, as well as additional positions at the same level.

Associate professor competence: associate professor

Formally qualified for employment in positions which entail a completed doctorate or equivalent: associate professor, senior lecturer, researcher code 1109/1110, and additional positions at the same level

Last changed: 01.07.2024

Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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 4.4 of the Supplementary provisions.*
Educational competence requirements can be found in Section 4.5 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:

Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Approval of assessment report

Section 4.3 of Supplementary provisions for appointments to positions of postdoctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway

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. The chairperson/administrative manager must normally be affiliated with UiT.

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:

Section 4.3 of Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT)

Last changed: 01.07.2024

* Printfriendly content: Assess academic qualifications -Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 01.07.2024

* Printfriendly content: About the assessment report

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.

Last changed: 01.07.2024

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.

Last changed: 18.11.2024

* Printfriendly content: The interview committee’s mandate

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.

Last changed: 05.07.2024

* Printfriendly content: Selection for interview - academic positions

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.

Last changed: 06.07.2024

* Printfriendly content: Selection for interview technical/administrative positions

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.

Last changed: 06.07.2024

* Printfriendly content: About reference interviews

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.

Last changed: 05.07.2024

* Printfriendly content: About the interview report - Teaching and Researching Positions / Researcher Position

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

Last changed: 06.07.2024

* Printfriendly content: About the interview report - Postdoctoral Research Fellow and PhD Fellow

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

Last changed: 08.07.2024

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.

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.

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.

* Printfriendly content: Preferential treatment - interview

Last changed: 06.07.2024

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 regulations relating to Section 4a 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.

Last changed: 05.07.2024

* Printfriendly content: Preferential treatment - nomination

* See Section 15 of the Norwegian civil Service Act.

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.

Last changed: 06.07.2024

* Printfriendly content: Provisions regarding probation period