Reasons for talks

Regular talks between managers and their employees are THE instrument for promoting teamwork, and therefore not just increasing the long term level of qualification, but also boosting employee sat-isfaction. Trusting cooperation is only possible if upcoming tasks and problems are clarified together by talking about them.

In addition, one of Kiel University’s goals is to be highly attractive in the race to find the most qualified researchers. Career paths should be designed in a more transparent and reliable way, and the inde-pendence of (early career) researchers should be systematically promoted. One way to do this is the structured design of the employment conditions. Qualification objectives which, according to the Act on Academic Fixed-Term Contracts (WissZeitVG), need to be agreed upon with employees, should be present in the paperwork and in meetings. After the obligatory job and recruitment interviews, in fu-ture there will be at least two more interviews within the faculty throughout the course of employ-ment. During these interviews, a reference to the qualification objective will be established. One in-terview will take place after the probationary period (usually after 4 months) and another before the end of the contract (see Fig. 1).
The regulations set out in TV-L (the collective agreement for German civil service employees) Section 5 (4) state that employees are entitled to an interview or meeting with their respective manager or superior which – unless otherwise regulated – must be held at least once per year.1 This is also stated in the decree “Durchführung der Mitarbeiter- und Vorgesetztengespräche” (performing interviews with employees and superiors) by the Ministry of Science, Economic Affairs and Transport.

tals during contract

In terms of content, anything that those present deem important can be talked about, as well as things that go beyond current daily work that are important to a particular task.

  • The specific tasks at work
  • The working environment
  • Teamwork between the individual employees and managers, as well as reflection on the man-agement
  • Options for occupational changes and development perspectives

 

The talk does not create any legally relevant facts or documents. It is not part of the personal record. In addition, both parties must treat the contents of the meeting confidentially and not pass them on to others.
Employees with illnesses can also discuss any illness-related problems at work during these talks, as well as necessary support measures for “compatibly equipped workplaces”.