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- 6. Decision
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6. Decision
A two-step process applies regarding employment in the civil service: nomination and decision. The recommending authority, which is the direct manager associated with the position, gives their nomination to the appointing authority regarding who should be appointed to the position. Go to stage 5 - Nomination for the checklist on what a nomination should contain.
Appointment decision
UiT employs people in two position categories:
- teaching, research and education positions
- technical/administrative positions (includes all librarian positions)
For teaching, research and education positions, the appointing authority is an appointments committee established at each individual faculty, alternatively the faculty board itself.
For technical/administrative positions, the appointing authority is a joint Appointments Council for UiT as a whole.
The committees/council have decision meetings on Tuesday every two weeks, according to the scheduled meeting plan in the meeting portal. Notices of meetings including case documents must be available to the appointing authority six days before the decision meetings. The Recruitment Service writes the case documents, ensures that questions/objections are answered as soon as possible and follows up on decisions.
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- Recruitment of employees
- 6. Descision
- Temporary employment
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 | 2-4 | See Section 1-2 (4) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant |
| PhD Fellow | 4 |
Normal fixed-term period is four years with 25% required duties. The employment period shall include three years of nominal doctoral education. The appointing authority determines the total period in each individual case, taking into account the scope of required duties required time frame plan to implement the project the project’s basis of fundingShorter periods of employment may be agreed upon if the doctoral research fellow has already completed parts of the organised research training programme, or if the employment is based on previous appointments to educational positions (doctoral research fellow, research assistant etc), so that the total period of organised research training amounts to three years. |
| Research Assistant | Up to 2 | Total period of employment may not exceed two years (see Section 1-4 (2) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant). |
| Certain Teaching and Researching Positions | 4-6 |
Teaching and Researching Positions when creative or performing artistic competence is included as an essential element of the competence requirement. The maximum continuous period is twelve years. |
| Tenure-track positions | 6 | See Guidelines for use of tenure-track positions at UiT and Regulations on appointments to tenure-track positions |
| Student Ombudsman | 4-6 |
The maximum continuous period is twelve years. |
Supervised professional training work (Section 9 (c) of the Norwegian Civil Service Act).
‘Supervised professional training work’ refers to work related to training or qualification within a subject area, including trainee work, interns and students at public service schools. This provision is not used very often at UiT.
Last changed: 11.07.2024
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- Define work duties
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
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- Recruitment of employees
- 6. Descision
- Qualification requirements - Academic positions
Qualification requirements - Academic positions
The various job titles have some clearly defined qualification requirements in applicable regulations
- Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT) - Section 4.4
- Supplementary provisions for appointment to positions of post-doctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway - Section 4.4
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
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
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- About language requirements
About language requirements
Webpage is under construction. Text is pending.
Last changed: 02.07.2024
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- Recruitment of employees
- 6. Descision
- Use of Search Committee
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
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- Recruitment of employees
- 6. Descision
- Selection methods
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
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- Recruitment of employees
- 6. Descision
- Possibility of appointing candidates who have not completed a degree
Possibility of appointing candidates who have not completed a degree
If bachelor, master or doctoral requirements are stipulated, it is not possible to employ candidates who have not completed their degree by the application deadline.
You must either state that bachelor, master or doctoral levels are required, or that the announcement text allows candidates who are in the process of completing a degree to be considered/assessed for the position.
For doctoral research fellow and post-doctoral research fellow positions, the Recruitment Service recommends that candidates in the final phase of their degrees should be allowed to apply. This is because it often takes a long time from when a candidate has submitted their master's thesis or doctoral thesis until the final diploma is available and the public defence has been conducted.
| Standard condition in the announcement text | Standard condition in the announcement text |
| PhD Fellow | Postdoctoral Research Fellow |
|
The applicant must
|
The applicant must:
|
Last changed: 02.07.2024
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- Recruitment of employees
- 6. Descision
- Moderate gender quotas
Moderate gender quotas
Moderate gender quotas apply to teaching and research positions, and postdoctoral positions.
If the percentage of women in the relevant job category in the field of expertise is below 40%, you must announce the position with a ‘moderate gender quota’. By field of expertise we mean departments and units at an equivalent level.
Moderate gender quota means that you rank women ahead of men where two or more applicants are found to be equally qualified.
See
Last changed: 02.07.2024
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- Recruitment of employees
- 6. Descision
- Methods for job analysis and needs clarification
Methods for job analysis and needs clarification
The webpage is under construction. Text is pending.
Last changed: 02.07.2024
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- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- About announcements
About announcements
As standard, all job announcements at UiT are published at Jobbnorge, NAV.no and forskning.no. All job announcements in English are also published via EURAXESS, which is a European researcher mobility portal for academic positions.
For positions where you want a broader applicant pool, or for disciplines/subject areas that are difficult to recruit to, consider announcing in other channels in addition to the standard ones. Job announcements not only contribute to more and better applicants – they also create increased prominence for your unit and UiT, which is positive for UiT’s reputation.
Perhaps the best qualified candidates aren’t looking for a new job? It can then be an advantage that your job announcements appear in places where these candidates will notice them. Using a programmatic campaign, you can sort your target audience according to age, education, place of residence, interests, etc. In this way, money for advertising/announcements is used more efficiently. It is no longer the case that one has to pay to reach ‘everyone’ by posting an ad in a newspaper. Instead, a customised advert/announcement can be developed for the right target group.
UiT has a framework agreement with Jobbnorge for the purchase of advertising/announcements and they offer various package solutions. It is also possible to order advertising/announcements from individual actors. Below is an overview of some alternatives:
| What/Where | Contents | Price |
| Small digital package | Targeted campaign on Facebook/Instagram and LinkedIn with a duration of 2-3 weeks. | NOK 20,000 |
| Medium digital package | Targeted campaign on Facebook/Instagram or LinkedIn. In addition to a programmatic campaign with targeted banner advertising. Regional impact area. | NOK 35,000 |
| Large digital package | Targeted campaign on Facebook/Instagram and LinkedIn. In addition to a programmatic campaign with targeted banner advertising. National impact area. | NOK 59,000 |
| Basic ad on Finn.no | Finn.no is Norway’s largest marketplace and a large portal for job announcements for active job seekers. A job announcement is active for up to 42 days from publication, but several different periods can be ordered. | NOK 10,670 |
| Facebook/Instagram | Facebook/Instagram. Targeted campaign aimed at channel algorithms and available data, relevant to the target audience. | NOK 5300 + spending |
| Targeted campaign aimed at specific industries and job titles, based on relevant data and algorithms available on LinkedIn | NOK 5300 + spending | |
| Programmatic campaign |
Reach the candidates where they are. Targeted online banner advertising, where the advertising locations are purchased via a commodity exchange. |
NOK 9000 + spending |
Subject to change in price (prices as of 08.02.2023).
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.
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: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Indirect impartiality
Indirect impartiality
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Approval of assessment report
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:
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- The commitee's mandate
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:
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess academic qualifications and educational competence
Assess academic qualifications and educational competence
Information is written in a pdf document in the document archive.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess academic qualifications - Researcher
Assess academic qualifications - Researcher
The webpage is under construction. Until adapted information for research positions is in place, you can follow ‘Assess academic qualification and eductional competence’ where this is appropriate for teaching and research positions.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Management of comments
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:
- assess whether the comments are of significance to the final ranking of the applicants
- respond to the applicant’s comments via email, with a copy to the case officer at the Recruitment Services.
Comments and responses to comments will accompany the case up to an appointment decision.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assessment of preferential rights
Assessment of preferential rights
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess and, if applicable, carry out pre-screening of applicants
Assess and, if applicable, carry out pre-screening of applicants
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- External preferantial right
External preferantial right
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- About trial lectures and other work samples
About trial lectures and other work samples
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Management of interviews
Management of interviews
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- Preferential treatment - interview
Preferential treatment - interview
You must invite at least one qualified applicant from each group below to an interview who stated in their application that they have a:
- disability
- gap in their CV
- immigrant background
‘Qualified’ means that the applicant meets the requirements of the position. See the conditions for being included in the groups in the separate sections below.
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act.
Applicants with gaps in their CV
‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See Section 4a of the Norwegian Civil Service Act.
Applicants with an immigrant background
‘Immigrant background’ refers to applicants who have immigrated from
- Europe outside the EU/EFTA
- Asia including Turkey
- Africa
- Latin America
- Oceania except Australia and New Zealand,
or where both parents have immigrated from these countries.
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- Preferential treatment - nomination
Preferential treatment - nomination
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
If an applicant with disabilities is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated they have a disability must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act
Applicants with gaps in their CV
If an applicant with gaps in their CV is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated that they have ‘gaps in their CV’ must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See regulations relating to Section 4a of the Norwegian civil Service Act
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- Nomination
Nomination
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- Provisions regarding probation period
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.
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- Temporary employment
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 | 2-4 | See Section 1-2 (4) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant |
| PhD Fellow | 4 |
Normal fixed-term period is four years with 25% required duties. The employment period shall include three years of nominal doctoral education. The appointing authority determines the total period in each individual case, taking into account the scope of required duties required time frame plan to implement the project the project’s basis of fundingShorter periods of employment may be agreed upon if the doctoral research fellow has already completed parts of the organised research training programme, or if the employment is based on previous appointments to educational positions (doctoral research fellow, research assistant etc), so that the total period of organised research training amounts to three years. |
| Research Assistant | Up to 2 | Total period of employment may not exceed two years (see Section 1-4 (2) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant). |
| Certain Teaching and Researching Positions | 4-6 |
Teaching and Researching Positions when creative or performing artistic competence is included as an essential element of the competence requirement. The maximum continuous period is twelve years. |
| Tenure-track positions | 6 | See Guidelines for use of tenure-track positions at UiT and Regulations on appointments to tenure-track positions |
| Student Ombudsman | 4-6 |
The maximum continuous period is twelve years. |
Supervised professional training work (Section 9 (c) of the Norwegian Civil Service Act).
‘Supervised professional training work’ refers to work related to training or qualification within a subject area, including trainee work, interns and students at public service schools. This provision is not used very often at UiT.
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- 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.
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- 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.
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- Define work duties
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.
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- Qualification requirements - Academic positions
Qualification requirements - Academic positions
The various job titles have some clearly defined qualification requirements in applicable regulations
- Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT) - Section 4.4
- Supplementary provisions for appointment to positions of post-doctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway - Section 4.4
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.
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- 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.
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- 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.
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- 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.
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- 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
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- About language requirements
About language requirements
Webpage is under construction. Text is pending.
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- Use of Search Committee
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.
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- Selection methods
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.
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- Possibility of appointing candidates who have not completed a degree
Possibility of appointing candidates who have not completed a degree
If bachelor, master or doctoral requirements are stipulated, it is not possible to employ candidates who have not completed their degree by the application deadline.
You must either state that bachelor, master or doctoral levels are required, or that the announcement text allows candidates who are in the process of completing a degree to be considered/assessed for the position.
For doctoral research fellow and post-doctoral research fellow positions, the Recruitment Service recommends that candidates in the final phase of their degrees should be allowed to apply. This is because it often takes a long time from when a candidate has submitted their master's thesis or doctoral thesis until the final diploma is available and the public defence has been conducted.
| Standard condition in the announcement text | Standard condition in the announcement text |
| PhD Fellow | Postdoctoral Research Fellow |
|
The applicant must
|
The applicant must:
|
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- Moderate gender quotas
Moderate gender quotas
Moderate gender quotas apply to teaching and research positions, and postdoctoral positions.
If the percentage of women in the relevant job category in the field of expertise is below 40%, you must announce the position with a ‘moderate gender quota’. By field of expertise we mean departments and units at an equivalent level.
Moderate gender quota means that you rank women ahead of men where two or more applicants are found to be equally qualified.
See
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- Methods for job analysis and needs clarification
Methods for job analysis and needs clarification
The webpage is under construction. Text is pending.
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- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- 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
- uit.no
- Recruitment of employees
- 6. Descision
- About announcements
About announcements
As standard, all job announcements at UiT are published at Jobbnorge, NAV.no and forskning.no. All job announcements in English are also published via EURAXESS, which is a European researcher mobility portal for academic positions.
For positions where you want a broader applicant pool, or for disciplines/subject areas that are difficult to recruit to, consider announcing in other channels in addition to the standard ones. Job announcements not only contribute to more and better applicants – they also create increased prominence for your unit and UiT, which is positive for UiT’s reputation.
Perhaps the best qualified candidates aren’t looking for a new job? It can then be an advantage that your job announcements appear in places where these candidates will notice them. Using a programmatic campaign, you can sort your target audience according to age, education, place of residence, interests, etc. In this way, money for advertising/announcements is used more efficiently. It is no longer the case that one has to pay to reach ‘everyone’ by posting an ad in a newspaper. Instead, a customised advert/announcement can be developed for the right target group.
UiT has a framework agreement with Jobbnorge for the purchase of advertising/announcements and they offer various package solutions. It is also possible to order advertising/announcements from individual actors. Below is an overview of some alternatives:
| What/Where | Contents | Price |
| Small digital package | Targeted campaign on Facebook/Instagram and LinkedIn with a duration of 2-3 weeks. | NOK 20,000 |
| Medium digital package | Targeted campaign on Facebook/Instagram or LinkedIn. In addition to a programmatic campaign with targeted banner advertising. Regional impact area. | NOK 35,000 |
| Large digital package | Targeted campaign on Facebook/Instagram and LinkedIn. In addition to a programmatic campaign with targeted banner advertising. National impact area. | NOK 59,000 |
| Basic ad on Finn.no | Finn.no is Norway’s largest marketplace and a large portal for job announcements for active job seekers. A job announcement is active for up to 42 days from publication, but several different periods can be ordered. | NOK 10,670 |
| Facebook/Instagram | Facebook/Instagram. Targeted campaign aimed at channel algorithms and available data, relevant to the target audience. | NOK 5300 + spending |
| Targeted campaign aimed at specific industries and job titles, based on relevant data and algorithms available on LinkedIn | NOK 5300 + spending | |
| Programmatic campaign |
Reach the candidates where they are. Targeted online banner advertising, where the advertising locations are purchased via a commodity exchange. |
NOK 9000 + spending |
Subject to change in price (prices as of 08.02.2023).
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.
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: 03.07.2024
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- Recruitment of employees
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- Indirect impartiality
Indirect impartiality
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Approval of assessment report
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:
Last changed: 01.07.2024
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- The commitee's mandate
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:
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess academic qualifications and educational competence
Assess academic qualifications and educational competence
Information is written in a pdf document in the document archive.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
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- Assess academic qualifications - Researcher
Assess academic qualifications - Researcher
The webpage is under construction. Until adapted information for research positions is in place, you can follow ‘Assess academic qualification and eductional competence’ where this is appropriate for teaching and research positions.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Management of comments
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:
- assess whether the comments are of significance to the final ranking of the applicants
- respond to the applicant’s comments via email, with a copy to the case officer at the Recruitment Services.
Comments and responses to comments will accompany the case up to an appointment decision.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assessment of preferential rights
Assessment of preferential rights
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess and, if applicable, carry out pre-screening of applicants
Assess and, if applicable, carry out pre-screening of applicants
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- External preferantial right
External preferantial right
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
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- 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
- uit.no
- Recruitment of employees
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- About trial lectures and other work samples
About trial lectures and other work samples
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Management of interviews
Management of interviews
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
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- 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
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- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- Preferential treatment - interview
Preferential treatment - interview
You must invite at least one qualified applicant from each group below to an interview who stated in their application that they have a:
- disability
- gap in their CV
- immigrant background
‘Qualified’ means that the applicant meets the requirements of the position. See the conditions for being included in the groups in the separate sections below.
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act.
Applicants with gaps in their CV
‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See Section 4a of the Norwegian Civil Service Act.
Applicants with an immigrant background
‘Immigrant background’ refers to applicants who have immigrated from
- Europe outside the EU/EFTA
- Asia including Turkey
- Africa
- Latin America
- Oceania except Australia and New Zealand,
or where both parents have immigrated from these countries.
Last changed: 06.07.2024
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- Recruitment of employees
- 6. Descision
- Preferential treatment - nomination
Preferential treatment - nomination
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
If an applicant with disabilities is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated they have a disability must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act
Applicants with gaps in their CV
If an applicant with gaps in their CV is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated that they have ‘gaps in their CV’ must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See regulations relating to Section 4a of the Norwegian civil Service Act
Last changed: 05.07.2024
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- Recruitment of employees
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- Nomination
Nomination
............sett inn tekst.
Last changed: 05.07.2024
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- Recruitment of employees
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- Provisions regarding probation period
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
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- [Skriv tittel her]
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Last changed: 10.06.2024
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- 6. Descision
- [Skriv tittel her]
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Last changed: 10.06.2024
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- [Skriv tittel her]
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Last changed: 10.06.2024
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- Recruitment of employees
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- Temporary employment
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 | 2-4 | See Section 1-2 (4) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant |
| PhD Fellow | 4 |
Normal fixed-term period is four years with 25% required duties. The employment period shall include three years of nominal doctoral education. The appointing authority determines the total period in each individual case, taking into account the scope of required duties required time frame plan to implement the project the project’s basis of fundingShorter periods of employment may be agreed upon if the doctoral research fellow has already completed parts of the organised research training programme, or if the employment is based on previous appointments to educational positions (doctoral research fellow, research assistant etc), so that the total period of organised research training amounts to three years. |
| Research Assistant | Up to 2 | Total period of employment may not exceed two years (see Section 1-4 (2) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant). |
| Certain Teaching and Researching Positions | 4-6 |
Teaching and Researching Positions when creative or performing artistic competence is included as an essential element of the competence requirement. The maximum continuous period is twelve years. |
| Tenure-track positions | 6 | See Guidelines for use of tenure-track positions at UiT and Regulations on appointments to tenure-track positions |
| Student Ombudsman | 4-6 |
The maximum continuous period is twelve years. |
Supervised professional training work (Section 9 (c) of the Norwegian Civil Service Act).
‘Supervised professional training work’ refers to work related to training or qualification within a subject area, including trainee work, interns and students at public service schools. This provision is not used very often at UiT.
Last changed: 11.07.2024
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
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- 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
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- Recruitment of employees
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- Define work duties
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
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- Recruitment of employees
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- Qualification requirements - Academic positions
Qualification requirements - Academic positions
The various job titles have some clearly defined qualification requirements in applicable regulations
- Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT) - Section 4.4
- Supplementary provisions for appointment to positions of post-doctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway - Section 4.4
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
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- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- About language requirements
About language requirements
Webpage is under construction. Text is pending.
Last changed: 02.07.2024
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- Recruitment of employees
- 6. Descision
- Use of Search Committee
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.
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- Selection methods
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.
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- Possibility of appointing candidates who have not completed a degree
Possibility of appointing candidates who have not completed a degree
If bachelor, master or doctoral requirements are stipulated, it is not possible to employ candidates who have not completed their degree by the application deadline.
You must either state that bachelor, master or doctoral levels are required, or that the announcement text allows candidates who are in the process of completing a degree to be considered/assessed for the position.
For doctoral research fellow and post-doctoral research fellow positions, the Recruitment Service recommends that candidates in the final phase of their degrees should be allowed to apply. This is because it often takes a long time from when a candidate has submitted their master's thesis or doctoral thesis until the final diploma is available and the public defence has been conducted.
| Standard condition in the announcement text | Standard condition in the announcement text |
| PhD Fellow | Postdoctoral Research Fellow |
|
The applicant must
|
The applicant must:
|
Last changed: 02.07.2024
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- Moderate gender quotas
Moderate gender quotas
Moderate gender quotas apply to teaching and research positions, and postdoctoral positions.
If the percentage of women in the relevant job category in the field of expertise is below 40%, you must announce the position with a ‘moderate gender quota’. By field of expertise we mean departments and units at an equivalent level.
Moderate gender quota means that you rank women ahead of men where two or more applicants are found to be equally qualified.
See
Last changed: 02.07.2024
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- Methods for job analysis and needs clarification
Methods for job analysis and needs clarification
The webpage is under construction. Text is pending.
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- Recruitment of employees
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- 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
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- Recruitment of employees
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- 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
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- 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.
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- 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
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- About announcements
About announcements
As standard, all job announcements at UiT are published at Jobbnorge, NAV.no and forskning.no. All job announcements in English are also published via EURAXESS, which is a European researcher mobility portal for academic positions.
For positions where you want a broader applicant pool, or for disciplines/subject areas that are difficult to recruit to, consider announcing in other channels in addition to the standard ones. Job announcements not only contribute to more and better applicants – they also create increased prominence for your unit and UiT, which is positive for UiT’s reputation.
Perhaps the best qualified candidates aren’t looking for a new job? It can then be an advantage that your job announcements appear in places where these candidates will notice them. Using a programmatic campaign, you can sort your target audience according to age, education, place of residence, interests, etc. In this way, money for advertising/announcements is used more efficiently. It is no longer the case that one has to pay to reach ‘everyone’ by posting an ad in a newspaper. Instead, a customised advert/announcement can be developed for the right target group.
UiT has a framework agreement with Jobbnorge for the purchase of advertising/announcements and they offer various package solutions. It is also possible to order advertising/announcements from individual actors. Below is an overview of some alternatives:
| What/Where | Contents | Price |
| Small digital package | Targeted campaign on Facebook/Instagram and LinkedIn with a duration of 2-3 weeks. | NOK 20,000 |
| Medium digital package | Targeted campaign on Facebook/Instagram or LinkedIn. In addition to a programmatic campaign with targeted banner advertising. Regional impact area. | NOK 35,000 |
| Large digital package | Targeted campaign on Facebook/Instagram and LinkedIn. In addition to a programmatic campaign with targeted banner advertising. National impact area. | NOK 59,000 |
| Basic ad on Finn.no | Finn.no is Norway’s largest marketplace and a large portal for job announcements for active job seekers. A job announcement is active for up to 42 days from publication, but several different periods can be ordered. | NOK 10,670 |
| Facebook/Instagram | Facebook/Instagram. Targeted campaign aimed at channel algorithms and available data, relevant to the target audience. | NOK 5300 + spending |
| Targeted campaign aimed at specific industries and job titles, based on relevant data and algorithms available on LinkedIn | NOK 5300 + spending | |
| Programmatic campaign |
Reach the candidates where they are. Targeted online banner advertising, where the advertising locations are purchased via a commodity exchange. |
NOK 9000 + spending |
Subject to change in price (prices as of 08.02.2023).
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.
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?
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- Indirect impartiality
Indirect impartiality
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
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- 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
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- Approval of assessment report
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:
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- The commitee's mandate
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:
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- Assess academic qualifications and educational competence
Assess academic qualifications and educational competence
Information is written in a pdf document in the document archive.
Last changed: 01.07.2024
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- Assess academic qualifications - Researcher
Assess academic qualifications - Researcher
The webpage is under construction. Until adapted information for research positions is in place, you can follow ‘Assess academic qualification and eductional competence’ where this is appropriate for teaching and research positions.
Last changed: 02.07.2024
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- 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
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- 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.
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- Management of comments
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:
- assess whether the comments are of significance to the final ranking of the applicants
- respond to the applicant’s comments via email, with a copy to the case officer at the Recruitment Services.
Comments and responses to comments will accompany the case up to an appointment decision.
Last changed: 01.07.2024
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- Assessment of preferential rights
Assessment of preferential rights
The website is under construction. Text is pending.
Last changed: 01.07.2024
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- Recruitment of employees
- 6. Descision
- Assess and, if applicable, carry out pre-screening of applicants
Assess and, if applicable, carry out pre-screening of applicants
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
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- External preferantial right
External preferantial right
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- 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.
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- About trial lectures and other work samples
About trial lectures and other work samples
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
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- Management of interviews
Management of interviews
The webpage is under construction. Text is pending.
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- 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
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- 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
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- 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
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- Preferential treatment - interview
Preferential treatment - interview
You must invite at least one qualified applicant from each group below to an interview who stated in their application that they have a:
- disability
- gap in their CV
- immigrant background
‘Qualified’ means that the applicant meets the requirements of the position. See the conditions for being included in the groups in the separate sections below.
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act.
Applicants with gaps in their CV
‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See Section 4a of the Norwegian Civil Service Act.
Applicants with an immigrant background
‘Immigrant background’ refers to applicants who have immigrated from
- Europe outside the EU/EFTA
- Asia including Turkey
- Africa
- Latin America
- Oceania except Australia and New Zealand,
or where both parents have immigrated from these countries.
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- Preferential treatment - nomination
Preferential treatment - nomination
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
If an applicant with disabilities is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated they have a disability must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act
Applicants with gaps in their CV
If an applicant with gaps in their CV is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated that they have ‘gaps in their CV’ must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See regulations relating to Section 4a of the Norwegian civil Service Act
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- Recruitment of employees
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- Nomination
Nomination
............sett inn tekst.
Last changed: 05.07.2024
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- Provisions regarding probation period
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
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- [Skriv tittel her]
[Skriv tittel her]
Last changed: 10.06.2024
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- [Skriv tittel her]
[Skriv tittel her]
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- [Skriv tittel her]
[Skriv tittel her]
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- Temporary employment
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 | 2-4 | See Section 1-2 (4) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant |
| PhD Fellow | 4 |
Normal fixed-term period is four years with 25% required duties. The employment period shall include three years of nominal doctoral education. The appointing authority determines the total period in each individual case, taking into account the scope of required duties required time frame plan to implement the project the project’s basis of fundingShorter periods of employment may be agreed upon if the doctoral research fellow has already completed parts of the organised research training programme, or if the employment is based on previous appointments to educational positions (doctoral research fellow, research assistant etc), so that the total period of organised research training amounts to three years. |
| Research Assistant | Up to 2 | Total period of employment may not exceed two years (see Section 1-4 (2) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant). |
| Certain Teaching and Researching Positions | 4-6 |
Teaching and Researching Positions when creative or performing artistic competence is included as an essential element of the competence requirement. The maximum continuous period is twelve years. |
| Tenure-track positions | 6 | See Guidelines for use of tenure-track positions at UiT and Regulations on appointments to tenure-track positions |
| Student Ombudsman | 4-6 |
The maximum continuous period is twelve years. |
Supervised professional training work (Section 9 (c) of the Norwegian Civil Service Act).
‘Supervised professional training work’ refers to work related to training or qualification within a subject area, including trainee work, interns and students at public service schools. This provision is not used very often at UiT.
Last changed: 11.07.2024
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- Recruitment of employees
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- 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
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- 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
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- Define work duties
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
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- Qualification requirements - Academic positions
Qualification requirements - Academic positions
The various job titles have some clearly defined qualification requirements in applicable regulations
- Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT) - Section 4.4
- Supplementary provisions for appointment to positions of post-doctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway - Section 4.4
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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
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- 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
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- Recruitment of employees
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- About language requirements
About language requirements
Webpage is under construction. Text is pending.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Use of Search Committee
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
- uit.no
- Recruitment of employees
- 6. Descision
- Selection methods
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
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- Possibility of appointing candidates who have not completed a degree
Possibility of appointing candidates who have not completed a degree
If bachelor, master or doctoral requirements are stipulated, it is not possible to employ candidates who have not completed their degree by the application deadline.
You must either state that bachelor, master or doctoral levels are required, or that the announcement text allows candidates who are in the process of completing a degree to be considered/assessed for the position.
For doctoral research fellow and post-doctoral research fellow positions, the Recruitment Service recommends that candidates in the final phase of their degrees should be allowed to apply. This is because it often takes a long time from when a candidate has submitted their master's thesis or doctoral thesis until the final diploma is available and the public defence has been conducted.
| Standard condition in the announcement text | Standard condition in the announcement text |
| PhD Fellow | Postdoctoral Research Fellow |
|
The applicant must
|
The applicant must:
|
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
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- Moderate gender quotas
Moderate gender quotas
Moderate gender quotas apply to teaching and research positions, and postdoctoral positions.
If the percentage of women in the relevant job category in the field of expertise is below 40%, you must announce the position with a ‘moderate gender quota’. By field of expertise we mean departments and units at an equivalent level.
Moderate gender quota means that you rank women ahead of men where two or more applicants are found to be equally qualified.
See
Last changed: 02.07.2024
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- Recruitment of employees
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- Methods for job analysis and needs clarification
Methods for job analysis and needs clarification
The webpage is under construction. Text is pending.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
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- 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
- uit.no
- Recruitment of employees
- 6. Descision
- About announcements
About announcements
As standard, all job announcements at UiT are published at Jobbnorge, NAV.no and forskning.no. All job announcements in English are also published via EURAXESS, which is a European researcher mobility portal for academic positions.
For positions where you want a broader applicant pool, or for disciplines/subject areas that are difficult to recruit to, consider announcing in other channels in addition to the standard ones. Job announcements not only contribute to more and better applicants – they also create increased prominence for your unit and UiT, which is positive for UiT’s reputation.
Perhaps the best qualified candidates aren’t looking for a new job? It can then be an advantage that your job announcements appear in places where these candidates will notice them. Using a programmatic campaign, you can sort your target audience according to age, education, place of residence, interests, etc. In this way, money for advertising/announcements is used more efficiently. It is no longer the case that one has to pay to reach ‘everyone’ by posting an ad in a newspaper. Instead, a customised advert/announcement can be developed for the right target group.
UiT has a framework agreement with Jobbnorge for the purchase of advertising/announcements and they offer various package solutions. It is also possible to order advertising/announcements from individual actors. Below is an overview of some alternatives:
| What/Where | Contents | Price |
| Small digital package | Targeted campaign on Facebook/Instagram and LinkedIn with a duration of 2-3 weeks. | NOK 20,000 |
| Medium digital package | Targeted campaign on Facebook/Instagram or LinkedIn. In addition to a programmatic campaign with targeted banner advertising. Regional impact area. | NOK 35,000 |
| Large digital package | Targeted campaign on Facebook/Instagram and LinkedIn. In addition to a programmatic campaign with targeted banner advertising. National impact area. | NOK 59,000 |
| Basic ad on Finn.no | Finn.no is Norway’s largest marketplace and a large portal for job announcements for active job seekers. A job announcement is active for up to 42 days from publication, but several different periods can be ordered. | NOK 10,670 |
| Facebook/Instagram | Facebook/Instagram. Targeted campaign aimed at channel algorithms and available data, relevant to the target audience. | NOK 5300 + spending |
| Targeted campaign aimed at specific industries and job titles, based on relevant data and algorithms available on LinkedIn | NOK 5300 + spending | |
| Programmatic campaign |
Reach the candidates where they are. Targeted online banner advertising, where the advertising locations are purchased via a commodity exchange. |
NOK 9000 + spending |
Subject to change in price (prices as of 08.02.2023).
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.
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: 03.07.2024
- uit.no
- Recruitment of employees
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- Indirect impartiality
Indirect impartiality
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Approval of assessment report
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:
Last changed: 01.07.2024
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- The commitee's mandate
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:
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess academic qualifications and educational competence
Assess academic qualifications and educational competence
Information is written in a pdf document in the document archive.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess academic qualifications - Researcher
Assess academic qualifications - Researcher
The webpage is under construction. Until adapted information for research positions is in place, you can follow ‘Assess academic qualification and eductional competence’ where this is appropriate for teaching and research positions.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Management of comments
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:
- assess whether the comments are of significance to the final ranking of the applicants
- respond to the applicant’s comments via email, with a copy to the case officer at the Recruitment Services.
Comments and responses to comments will accompany the case up to an appointment decision.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assessment of preferential rights
Assessment of preferential rights
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess and, if applicable, carry out pre-screening of applicants
Assess and, if applicable, carry out pre-screening of applicants
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- External preferantial right
External preferantial right
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- About trial lectures and other work samples
About trial lectures and other work samples
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Management of interviews
Management of interviews
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
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- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Preferential treatment - interview
Preferential treatment - interview
You must invite at least one qualified applicant from each group below to an interview who stated in their application that they have a:
- disability
- gap in their CV
- immigrant background
‘Qualified’ means that the applicant meets the requirements of the position. See the conditions for being included in the groups in the separate sections below.
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act.
Applicants with gaps in their CV
‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See Section 4a of the Norwegian Civil Service Act.
Applicants with an immigrant background
‘Immigrant background’ refers to applicants who have immigrated from
- Europe outside the EU/EFTA
- Asia including Turkey
- Africa
- Latin America
- Oceania except Australia and New Zealand,
or where both parents have immigrated from these countries.
Last changed: 06.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Preferential treatment - nomination
Preferential treatment - nomination
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
If an applicant with disabilities is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated they have a disability must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act
Applicants with gaps in their CV
If an applicant with gaps in their CV is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated that they have ‘gaps in their CV’ must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See regulations relating to Section 4a of the Norwegian civil Service Act
Last changed: 05.07.2024
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- Recruitment of employees
- 6. Descision
- Nomination
Nomination
............sett inn tekst.
Last changed: 05.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Provisions regarding probation period
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
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- [Skriv tittel her]
[Skriv tittel her]
Last changed: 10.06.2024
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- Recruitment of employees
- 6. Descision
- [Skriv tittel her]
[Skriv tittel her]
Last changed: 10.06.2024
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- [Skriv tittel her]
[Skriv tittel her]
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- Recruitment of employees
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- Temporary employment
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 | 2-4 | See Section 1-2 (4) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant |
| PhD Fellow | 4 |
Normal fixed-term period is four years with 25% required duties. The employment period shall include three years of nominal doctoral education. The appointing authority determines the total period in each individual case, taking into account the scope of required duties required time frame plan to implement the project the project’s basis of fundingShorter periods of employment may be agreed upon if the doctoral research fellow has already completed parts of the organised research training programme, or if the employment is based on previous appointments to educational positions (doctoral research fellow, research assistant etc), so that the total period of organised research training amounts to three years. |
| Research Assistant | Up to 2 | Total period of employment may not exceed two years (see Section 1-4 (2) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant). |
| Certain Teaching and Researching Positions | 4-6 |
Teaching and Researching Positions when creative or performing artistic competence is included as an essential element of the competence requirement. The maximum continuous period is twelve years. |
| Tenure-track positions | 6 | See Guidelines for use of tenure-track positions at UiT and Regulations on appointments to tenure-track positions |
| Student Ombudsman | 4-6 |
The maximum continuous period is twelve years. |
Supervised professional training work (Section 9 (c) of the Norwegian Civil Service Act).
‘Supervised professional training work’ refers to work related to training or qualification within a subject area, including trainee work, interns and students at public service schools. This provision is not used very often at UiT.
Last changed: 11.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Define work duties
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
- uit.no
- Recruitment of employees
- 6. Descision
- Qualification requirements - Academic positions
Qualification requirements - Academic positions
The various job titles have some clearly defined qualification requirements in applicable regulations
- Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT) - Section 4.4
- Supplementary provisions for appointment to positions of post-doctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway - Section 4.4
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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- About language requirements
About language requirements
Webpage is under construction. Text is pending.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Use of Search Committee
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
- uit.no
- Recruitment of employees
- 6. Descision
- Selection methods
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
- uit.no
- Recruitment of employees
- 6. Descision
- Possibility of appointing candidates who have not completed a degree
Possibility of appointing candidates who have not completed a degree
If bachelor, master or doctoral requirements are stipulated, it is not possible to employ candidates who have not completed their degree by the application deadline.
You must either state that bachelor, master or doctoral levels are required, or that the announcement text allows candidates who are in the process of completing a degree to be considered/assessed for the position.
For doctoral research fellow and post-doctoral research fellow positions, the Recruitment Service recommends that candidates in the final phase of their degrees should be allowed to apply. This is because it often takes a long time from when a candidate has submitted their master's thesis or doctoral thesis until the final diploma is available and the public defence has been conducted.
| Standard condition in the announcement text | Standard condition in the announcement text |
| PhD Fellow | Postdoctoral Research Fellow |
|
The applicant must
|
The applicant must:
|
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Moderate gender quotas
Moderate gender quotas
Moderate gender quotas apply to teaching and research positions, and postdoctoral positions.
If the percentage of women in the relevant job category in the field of expertise is below 40%, you must announce the position with a ‘moderate gender quota’. By field of expertise we mean departments and units at an equivalent level.
Moderate gender quota means that you rank women ahead of men where two or more applicants are found to be equally qualified.
See
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Methods for job analysis and needs clarification
Methods for job analysis and needs clarification
The webpage is under construction. Text is pending.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
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- 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
- uit.no
- Recruitment of employees
- 6. Descision
- About announcements
About announcements
As standard, all job announcements at UiT are published at Jobbnorge, NAV.no and forskning.no. All job announcements in English are also published via EURAXESS, which is a European researcher mobility portal for academic positions.
For positions where you want a broader applicant pool, or for disciplines/subject areas that are difficult to recruit to, consider announcing in other channels in addition to the standard ones. Job announcements not only contribute to more and better applicants – they also create increased prominence for your unit and UiT, which is positive for UiT’s reputation.
Perhaps the best qualified candidates aren’t looking for a new job? It can then be an advantage that your job announcements appear in places where these candidates will notice them. Using a programmatic campaign, you can sort your target audience according to age, education, place of residence, interests, etc. In this way, money for advertising/announcements is used more efficiently. It is no longer the case that one has to pay to reach ‘everyone’ by posting an ad in a newspaper. Instead, a customised advert/announcement can be developed for the right target group.
UiT has a framework agreement with Jobbnorge for the purchase of advertising/announcements and they offer various package solutions. It is also possible to order advertising/announcements from individual actors. Below is an overview of some alternatives:
| What/Where | Contents | Price |
| Small digital package | Targeted campaign on Facebook/Instagram and LinkedIn with a duration of 2-3 weeks. | NOK 20,000 |
| Medium digital package | Targeted campaign on Facebook/Instagram or LinkedIn. In addition to a programmatic campaign with targeted banner advertising. Regional impact area. | NOK 35,000 |
| Large digital package | Targeted campaign on Facebook/Instagram and LinkedIn. In addition to a programmatic campaign with targeted banner advertising. National impact area. | NOK 59,000 |
| Basic ad on Finn.no | Finn.no is Norway’s largest marketplace and a large portal for job announcements for active job seekers. A job announcement is active for up to 42 days from publication, but several different periods can be ordered. | NOK 10,670 |
| Facebook/Instagram | Facebook/Instagram. Targeted campaign aimed at channel algorithms and available data, relevant to the target audience. | NOK 5300 + spending |
| Targeted campaign aimed at specific industries and job titles, based on relevant data and algorithms available on LinkedIn | NOK 5300 + spending | |
| Programmatic campaign |
Reach the candidates where they are. Targeted online banner advertising, where the advertising locations are purchased via a commodity exchange. |
NOK 9000 + spending |
Subject to change in price (prices as of 08.02.2023).
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.
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: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Indirect impartiality
Indirect impartiality
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Approval of assessment report
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:
Last changed: 01.07.2024
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- Recruitment of employees
- 6. Descision
- The commitee's mandate
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:
Last changed: 01.07.2024
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- Recruitment of employees
- 6. Descision
- Assess academic qualifications and educational competence
Assess academic qualifications and educational competence
Information is written in a pdf document in the document archive.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess academic qualifications - Researcher
Assess academic qualifications - Researcher
The webpage is under construction. Until adapted information for research positions is in place, you can follow ‘Assess academic qualification and eductional competence’ where this is appropriate for teaching and research positions.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- Management of comments
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:
- assess whether the comments are of significance to the final ranking of the applicants
- respond to the applicant’s comments via email, with a copy to the case officer at the Recruitment Services.
Comments and responses to comments will accompany the case up to an appointment decision.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assessment of preferential rights
Assessment of preferential rights
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess and, if applicable, carry out pre-screening of applicants
Assess and, if applicable, carry out pre-screening of applicants
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- External preferantial right
External preferantial right
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- About trial lectures and other work samples
About trial lectures and other work samples
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Management of interviews
Management of interviews
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
- 6. Descision
- Preferential treatment - interview
Preferential treatment - interview
You must invite at least one qualified applicant from each group below to an interview who stated in their application that they have a:
- disability
- gap in their CV
- immigrant background
‘Qualified’ means that the applicant meets the requirements of the position. See the conditions for being included in the groups in the separate sections below.
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act.
Applicants with gaps in their CV
‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See Section 4a of the Norwegian Civil Service Act.
Applicants with an immigrant background
‘Immigrant background’ refers to applicants who have immigrated from
- Europe outside the EU/EFTA
- Asia including Turkey
- Africa
- Latin America
- Oceania except Australia and New Zealand,
or where both parents have immigrated from these countries.
Last changed: 06.07.2024
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- Recruitment of employees
- 6. Descision
- Preferential treatment - nomination
Preferential treatment - nomination
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
If an applicant with disabilities is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated they have a disability must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act
Applicants with gaps in their CV
If an applicant with gaps in their CV is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated that they have ‘gaps in their CV’ must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See regulations relating to Section 4a of the Norwegian civil Service Act
Last changed: 05.07.2024
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- Nomination
Nomination
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- Provisions regarding probation period
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
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- [Skriv tittel her]
[Skriv tittel her]
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- [Skriv tittel her]
[Skriv tittel her]
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[Skriv tittel her]
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- Temporary employment
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 | 2-4 | See Section 1-2 (4) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant |
| PhD Fellow | 4 |
Normal fixed-term period is four years with 25% required duties. The employment period shall include three years of nominal doctoral education. The appointing authority determines the total period in each individual case, taking into account the scope of required duties required time frame plan to implement the project the project’s basis of fundingShorter periods of employment may be agreed upon if the doctoral research fellow has already completed parts of the organised research training programme, or if the employment is based on previous appointments to educational positions (doctoral research fellow, research assistant etc), so that the total period of organised research training amounts to three years. |
| Research Assistant | Up to 2 | Total period of employment may not exceed two years (see Section 1-4 (2) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant). |
| Certain Teaching and Researching Positions | 4-6 |
Teaching and Researching Positions when creative or performing artistic competence is included as an essential element of the competence requirement. The maximum continuous period is twelve years. |
| Tenure-track positions | 6 | See Guidelines for use of tenure-track positions at UiT and Regulations on appointments to tenure-track positions |
| Student Ombudsman | 4-6 |
The maximum continuous period is twelve years. |
Supervised professional training work (Section 9 (c) of the Norwegian Civil Service Act).
‘Supervised professional training work’ refers to work related to training or qualification within a subject area, including trainee work, interns and students at public service schools. This provision is not used very often at UiT.
Last changed: 11.07.2024
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- Recruitment of employees
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- 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.
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- 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
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- Define work duties
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
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- Qualification requirements - Academic positions
Qualification requirements - Academic positions
The various job titles have some clearly defined qualification requirements in applicable regulations
- Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT) - Section 4.4
- Supplementary provisions for appointment to positions of post-doctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway - Section 4.4
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
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- 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
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- Recruitment of employees
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- 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
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- 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
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- 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
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- About language requirements
About language requirements
Webpage is under construction. Text is pending.
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- Use of Search Committee
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.
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- Selection methods
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
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- Possibility of appointing candidates who have not completed a degree
Possibility of appointing candidates who have not completed a degree
If bachelor, master or doctoral requirements are stipulated, it is not possible to employ candidates who have not completed their degree by the application deadline.
You must either state that bachelor, master or doctoral levels are required, or that the announcement text allows candidates who are in the process of completing a degree to be considered/assessed for the position.
For doctoral research fellow and post-doctoral research fellow positions, the Recruitment Service recommends that candidates in the final phase of their degrees should be allowed to apply. This is because it often takes a long time from when a candidate has submitted their master's thesis or doctoral thesis until the final diploma is available and the public defence has been conducted.
| Standard condition in the announcement text | Standard condition in the announcement text |
| PhD Fellow | Postdoctoral Research Fellow |
|
The applicant must
|
The applicant must:
|
Last changed: 02.07.2024
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- Recruitment of employees
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- Moderate gender quotas
Moderate gender quotas
Moderate gender quotas apply to teaching and research positions, and postdoctoral positions.
If the percentage of women in the relevant job category in the field of expertise is below 40%, you must announce the position with a ‘moderate gender quota’. By field of expertise we mean departments and units at an equivalent level.
Moderate gender quota means that you rank women ahead of men where two or more applicants are found to be equally qualified.
See
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- Methods for job analysis and needs clarification
Methods for job analysis and needs clarification
The webpage is under construction. Text is pending.
Last changed: 02.07.2024
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- Recruitment of employees
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- 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
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- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- About announcements
About announcements
As standard, all job announcements at UiT are published at Jobbnorge, NAV.no and forskning.no. All job announcements in English are also published via EURAXESS, which is a European researcher mobility portal for academic positions.
For positions where you want a broader applicant pool, or for disciplines/subject areas that are difficult to recruit to, consider announcing in other channels in addition to the standard ones. Job announcements not only contribute to more and better applicants – they also create increased prominence for your unit and UiT, which is positive for UiT’s reputation.
Perhaps the best qualified candidates aren’t looking for a new job? It can then be an advantage that your job announcements appear in places where these candidates will notice them. Using a programmatic campaign, you can sort your target audience according to age, education, place of residence, interests, etc. In this way, money for advertising/announcements is used more efficiently. It is no longer the case that one has to pay to reach ‘everyone’ by posting an ad in a newspaper. Instead, a customised advert/announcement can be developed for the right target group.
UiT has a framework agreement with Jobbnorge for the purchase of advertising/announcements and they offer various package solutions. It is also possible to order advertising/announcements from individual actors. Below is an overview of some alternatives:
| What/Where | Contents | Price |
| Small digital package | Targeted campaign on Facebook/Instagram and LinkedIn with a duration of 2-3 weeks. | NOK 20,000 |
| Medium digital package | Targeted campaign on Facebook/Instagram or LinkedIn. In addition to a programmatic campaign with targeted banner advertising. Regional impact area. | NOK 35,000 |
| Large digital package | Targeted campaign on Facebook/Instagram and LinkedIn. In addition to a programmatic campaign with targeted banner advertising. National impact area. | NOK 59,000 |
| Basic ad on Finn.no | Finn.no is Norway’s largest marketplace and a large portal for job announcements for active job seekers. A job announcement is active for up to 42 days from publication, but several different periods can be ordered. | NOK 10,670 |
| Facebook/Instagram | Facebook/Instagram. Targeted campaign aimed at channel algorithms and available data, relevant to the target audience. | NOK 5300 + spending |
| Targeted campaign aimed at specific industries and job titles, based on relevant data and algorithms available on LinkedIn | NOK 5300 + spending | |
| Programmatic campaign |
Reach the candidates where they are. Targeted online banner advertising, where the advertising locations are purchased via a commodity exchange. |
NOK 9000 + spending |
Subject to change in price (prices as of 08.02.2023).
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.
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: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Indirect impartiality
Indirect impartiality
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Approval of assessment report
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:
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- The commitee's mandate
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:
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess academic qualifications and educational competence
Assess academic qualifications and educational competence
Information is written in a pdf document in the document archive.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess academic qualifications - Researcher
Assess academic qualifications - Researcher
The webpage is under construction. Until adapted information for research positions is in place, you can follow ‘Assess academic qualification and eductional competence’ where this is appropriate for teaching and research positions.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Management of comments
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:
- assess whether the comments are of significance to the final ranking of the applicants
- respond to the applicant’s comments via email, with a copy to the case officer at the Recruitment Services.
Comments and responses to comments will accompany the case up to an appointment decision.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assessment of preferential rights
Assessment of preferential rights
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess and, if applicable, carry out pre-screening of applicants
Assess and, if applicable, carry out pre-screening of applicants
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- External preferantial right
External preferantial right
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- About trial lectures and other work samples
About trial lectures and other work samples
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Management of interviews
Management of interviews
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- Recruitment of employees
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- 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
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- Preferential treatment - interview
Preferential treatment - interview
You must invite at least one qualified applicant from each group below to an interview who stated in their application that they have a:
- disability
- gap in their CV
- immigrant background
‘Qualified’ means that the applicant meets the requirements of the position. See the conditions for being included in the groups in the separate sections below.
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act.
Applicants with gaps in their CV
‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See Section 4a of the Norwegian Civil Service Act.
Applicants with an immigrant background
‘Immigrant background’ refers to applicants who have immigrated from
- Europe outside the EU/EFTA
- Asia including Turkey
- Africa
- Latin America
- Oceania except Australia and New Zealand,
or where both parents have immigrated from these countries.
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- Preferential treatment - nomination
Preferential treatment - nomination
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
If an applicant with disabilities is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated they have a disability must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act
Applicants with gaps in their CV
If an applicant with gaps in their CV is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated that they have ‘gaps in their CV’ must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See regulations relating to Section 4a of the Norwegian civil Service Act
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- Nomination
Nomination
............sett inn tekst.
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- Provisions regarding probation period
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.
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- Temporary employment
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 | 2-4 | See Section 1-2 (4) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant |
| PhD Fellow | 4 |
Normal fixed-term period is four years with 25% required duties. The employment period shall include three years of nominal doctoral education. The appointing authority determines the total period in each individual case, taking into account the scope of required duties required time frame plan to implement the project the project’s basis of fundingShorter periods of employment may be agreed upon if the doctoral research fellow has already completed parts of the organised research training programme, or if the employment is based on previous appointments to educational positions (doctoral research fellow, research assistant etc), so that the total period of organised research training amounts to three years. |
| Research Assistant | Up to 2 | Total period of employment may not exceed two years (see Section 1-4 (2) of the Regulations concerning terms and conditions of employment for the positions of post-doctoral research fellow, doctoral research fellow and research assistant). |
| Certain Teaching and Researching Positions | 4-6 |
Teaching and Researching Positions when creative or performing artistic competence is included as an essential element of the competence requirement. The maximum continuous period is twelve years. |
| Tenure-track positions | 6 | See Guidelines for use of tenure-track positions at UiT and Regulations on appointments to tenure-track positions |
| Student Ombudsman | 4-6 |
The maximum continuous period is twelve years. |
Supervised professional training work (Section 9 (c) of the Norwegian Civil Service Act).
‘Supervised professional training work’ refers to work related to training or qualification within a subject area, including trainee work, interns and students at public service schools. This provision is not used very often at UiT.
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- 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.
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- 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.
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- Define work duties
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.
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- Qualification requirements - Academic positions
Qualification requirements - Academic positions
The various job titles have some clearly defined qualification requirements in applicable regulations
- Supplementary provisions concerning appointment and promotion to teaching and research positions at the University of Tromsø - The Arctic University of Norway (UiT) - Section 4.4
- Supplementary provisions for appointment to positions of post-doctoral research fellow, doctoral research fellow and research assistant at UiT - The Arctic University of Norway - Section 4.4
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.
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- 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.
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- 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.
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- 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.
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- 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
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- About language requirements
About language requirements
Webpage is under construction. Text is pending.
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- Use of Search Committee
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.
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- Selection methods
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.
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- Possibility of appointing candidates who have not completed a degree
Possibility of appointing candidates who have not completed a degree
If bachelor, master or doctoral requirements are stipulated, it is not possible to employ candidates who have not completed their degree by the application deadline.
You must either state that bachelor, master or doctoral levels are required, or that the announcement text allows candidates who are in the process of completing a degree to be considered/assessed for the position.
For doctoral research fellow and post-doctoral research fellow positions, the Recruitment Service recommends that candidates in the final phase of their degrees should be allowed to apply. This is because it often takes a long time from when a candidate has submitted their master's thesis or doctoral thesis until the final diploma is available and the public defence has been conducted.
| Standard condition in the announcement text | Standard condition in the announcement text |
| PhD Fellow | Postdoctoral Research Fellow |
|
The applicant must
|
The applicant must:
|
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- Moderate gender quotas
Moderate gender quotas
Moderate gender quotas apply to teaching and research positions, and postdoctoral positions.
If the percentage of women in the relevant job category in the field of expertise is below 40%, you must announce the position with a ‘moderate gender quota’. By field of expertise we mean departments and units at an equivalent level.
Moderate gender quota means that you rank women ahead of men where two or more applicants are found to be equally qualified.
See
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- Methods for job analysis and needs clarification
Methods for job analysis and needs clarification
The webpage is under construction. Text is pending.
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- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
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- 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
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- 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
- uit.no
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- About announcements
About announcements
As standard, all job announcements at UiT are published at Jobbnorge, NAV.no and forskning.no. All job announcements in English are also published via EURAXESS, which is a European researcher mobility portal for academic positions.
For positions where you want a broader applicant pool, or for disciplines/subject areas that are difficult to recruit to, consider announcing in other channels in addition to the standard ones. Job announcements not only contribute to more and better applicants – they also create increased prominence for your unit and UiT, which is positive for UiT’s reputation.
Perhaps the best qualified candidates aren’t looking for a new job? It can then be an advantage that your job announcements appear in places where these candidates will notice them. Using a programmatic campaign, you can sort your target audience according to age, education, place of residence, interests, etc. In this way, money for advertising/announcements is used more efficiently. It is no longer the case that one has to pay to reach ‘everyone’ by posting an ad in a newspaper. Instead, a customised advert/announcement can be developed for the right target group.
UiT has a framework agreement with Jobbnorge for the purchase of advertising/announcements and they offer various package solutions. It is also possible to order advertising/announcements from individual actors. Below is an overview of some alternatives:
| What/Where | Contents | Price |
| Small digital package | Targeted campaign on Facebook/Instagram and LinkedIn with a duration of 2-3 weeks. | NOK 20,000 |
| Medium digital package | Targeted campaign on Facebook/Instagram or LinkedIn. In addition to a programmatic campaign with targeted banner advertising. Regional impact area. | NOK 35,000 |
| Large digital package | Targeted campaign on Facebook/Instagram and LinkedIn. In addition to a programmatic campaign with targeted banner advertising. National impact area. | NOK 59,000 |
| Basic ad on Finn.no | Finn.no is Norway’s largest marketplace and a large portal for job announcements for active job seekers. A job announcement is active for up to 42 days from publication, but several different periods can be ordered. | NOK 10,670 |
| Facebook/Instagram | Facebook/Instagram. Targeted campaign aimed at channel algorithms and available data, relevant to the target audience. | NOK 5300 + spending |
| Targeted campaign aimed at specific industries and job titles, based on relevant data and algorithms available on LinkedIn | NOK 5300 + spending | |
| Programmatic campaign |
Reach the candidates where they are. Targeted online banner advertising, where the advertising locations are purchased via a commodity exchange. |
NOK 9000 + spending |
Subject to change in price (prices as of 08.02.2023).
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.
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: 03.07.2024
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- Indirect impartiality
Indirect impartiality
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
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- 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
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- Recruitment of employees
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- Approval of assessment report
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:
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- The commitee's mandate
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:
Last changed: 01.07.2024
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- Recruitment of employees
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- Assess academic qualifications and educational competence
Assess academic qualifications and educational competence
Information is written in a pdf document in the document archive.
Last changed: 01.07.2024
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- Recruitment of employees
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- Assess academic qualifications - Researcher
Assess academic qualifications - Researcher
The webpage is under construction. Until adapted information for research positions is in place, you can follow ‘Assess academic qualification and eductional competence’ where this is appropriate for teaching and research positions.
Last changed: 02.07.2024
- uit.no
- Recruitment of employees
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- 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
- uit.no
- Recruitment of employees
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- 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
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- Recruitment of employees
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- Management of comments
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:
- assess whether the comments are of significance to the final ranking of the applicants
- respond to the applicant’s comments via email, with a copy to the case officer at the Recruitment Services.
Comments and responses to comments will accompany the case up to an appointment decision.
Last changed: 01.07.2024
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- Assessment of preferential rights
Assessment of preferential rights
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Assess and, if applicable, carry out pre-screening of applicants
Assess and, if applicable, carry out pre-screening of applicants
The website is under construction. Text is pending.
Last changed: 01.07.2024
- uit.no
- Recruitment of employees
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- External preferantial right
External preferantial right
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
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- Recruitment of employees
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- 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
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- 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
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- 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
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- About trial lectures and other work samples
About trial lectures and other work samples
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Management of interviews
Management of interviews
The webpage is under construction. Text is pending.
Last changed: 03.07.2024
- uit.no
- Recruitment of employees
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- 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
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- 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
- uit.no
- Recruitment of employees
- 6. Descision
- 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
- uit.no
- Recruitment of employees
- 6. Descision
- Preferential treatment - interview
Preferential treatment - interview
You must invite at least one qualified applicant from each group below to an interview who stated in their application that they have a:
- disability
- gap in their CV
- immigrant background
‘Qualified’ means that the applicant meets the requirements of the position. See the conditions for being included in the groups in the separate sections below.
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act.
Applicants with gaps in their CV
‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See Section 4a of the Norwegian Civil Service Act.
Applicants with an immigrant background
‘Immigrant background’ refers to applicants who have immigrated from
- Europe outside the EU/EFTA
- Asia including Turkey
- Africa
- Latin America
- Oceania except Australia and New Zealand,
or where both parents have immigrated from these countries.
Last changed: 06.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Preferential treatment - nomination
Preferential treatment - nomination
Preferential treatment is a measure intended to promote equality and prevent discrimination.
The right to preferential treatment is an exception to the qualification principle.
Applicants with disabilities
If an applicant with disabilities is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated they have a disability must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Disability’ means a disability that will require adaptation in the workplace or in the employment relationship.
See Section 4 of the Norwegian Civil Service Act
Applicants with gaps in their CV
If an applicant with gaps in their CV is found to be as well qualified as the most qualified applicant, the recommending authority may choose to rank this person as No. 1.
At least one qualified applicant who stated that they have ‘gaps in their CV’ must have been called for an interview.
‘Qualified’ means that the applicant meets the requirements of the position. ‘Gaps in CV’ means that at the time of application, applicants have been out of work, education or training for at least two years in the last five years. The absence must be due to substance abuse, imprisonment or illness, including mental illness, or the applicant must have been actively seeking work during the absence period.
Please note that applicants who are permanently employed or who are temporarily employed for a duration of more than one year are not subject to this provision.
See regulations relating to Section 4a of the Norwegian civil Service Act
Last changed: 05.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Nomination
Nomination
............sett inn tekst.
Last changed: 05.07.2024
- uit.no
- Recruitment of employees
- 6. Descision
- Provisions regarding probation period
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
- uit.no
- Recruitment of employees
- 6. Descision
- [Skriv tittel her]
[Skriv tittel her]
Last changed: 10.06.2024
- uit.no
- Recruitment of employees
- 6. Descision
- [Skriv tittel her]
[Skriv tittel her]
Last changed: 10.06.2024
- uit.no
- Recruitment of employees
- 6. Descision
- [Skriv tittel her]
[Skriv tittel her]
Last changed: 10.06.2024