Proposals on organizational well-being approved by the general assembly on February 19, 2019

The technical, administrative, and library staff of the University of Sassari, gathered on February 19, 2019, following a thorough analysis of the situation, considering the legitimate demands of the workers and the needs of the University, believing that there can be a profound convergence between the interest of each individual worker in improving their working well-being and the institution's declared strategic interest in motivating the personnel to make the entire organization more productive, efficient, and effective,

Requests the Administration to adopt, strategically, integratively, and collaboratively with the workers, a plan aimed at improving the working life of the personnel of the University of Sassari.

In particular, the plan, based on transparency and improvement of internal communication, should include:

  • the creation of tools and systems to communicate the University's objectives, in order to share choices and paths, improving transparency and internal communication (possibly through the creation of a periodic newsletter addressed to the technical-administrative and library staff or organizing specific meetings where the University's Strategic Guidelines and personnel-related policies are presented);
  • a survey on organizational well-being (ANAC model, Public Function) through which consequent actions for improving the identified situation are planned;
  • starting from 2019, the creation of a skills database through the mapping of the most qualifying skills and experiences of administrative staff (also to assess profiles suitable for accessing organizational positions or teaching activities);
  • a comprehensive survey of training needs and the construction of targeted training paths, in line with strategic objectives and personnel's expressed needs; investing in staff training, promoting actions to improve coherence between the training path, acquired skills, and possibilities of professional insertion in other offices;
  • the definition and regulation of recruitment systems and methods based on the required skills, aiming to make the management of career paths and, in particular, vertical progressions and allocations of organizational positions easier and more transparent;
  • the definition of an integrated system for evaluating the results of all personnel, not only those holding organizational positions, consistent with strategic objectives, including a consequential and fair link between evaluation and bonuses. The review process of the Performance Measurement and Evaluation System and the possible periodic updates must be shared with the workers, providing for the adoption of a bottom-up evaluation system;
  • the revision of the system of horizontal economic progressions;
  • a shared path of revising the weighting of organizational positions;
  • a study aimed at balancing workloads;
  • the adoption of measures that promote the reconciliation between work and family life, through the experimentation of "smart working" and telecommuting;
  • the adoption of a Welfare plan – for example, through some health benefits and/or contributions, services, or insurance;
  • the adoption of measures to improve information regarding the regulation of health surveillance for personnel;
  • the implementation of new organizational listening paths and tools, also through interaction with advisory bodies and committees.

In conclusion, we would like the Administration to commit to a strategic renewal process in personnel management because we believe that, in addition to legitimate claims regarding respect for workers' rights and the normative obligations we are required to comply with, it is reasonable to assert that human capital is the true resource of the University and, therefore, this should be consciously recognized, in everyone's interest, through concrete policies to improve organizational well-being.