“The lockdown has fostered a culture of trust”
Emergency mode at ETH has led to many changes: from teleworking and virtual lectures to online events, concepts that were still in their infancy a few months ago have now become the new normal. In this interview, Lukas Vonesch, Head of Human Resources, speaks about the hectic changeover period, the challenges that have been mastered, and how lockdown has opened up new ways of working.
How was the transition to emergency operation for the HR department?
It was dynamic, hectic and difficult! We were confronted with hundreds of requests in a short space of time and had to come up with solutions for many individual cases. At the same time, we had to ensure that we ourselves could work efficiently under emergency operating conditions. It was a period of great uncertainty. Luckily, in the HR department we’re used to flexible working arrangements, and our workflows are already digitised. But it was challenging nonetheless. I really respect what my team has achieved; I’ve also been impressed by how swiftly ETH members throughout the university adapted to the situation and in some cases even came up with their own answers.
Which areas posed the greatest challenges?
One of the biggest issues was job start and job contracts. The travel restrictions made things tricky here – for instance when those with a contract couldn’t get into the country to start their job as planned. Meanwhile, there were others who couldn’t leave the country once their fixed-term contract was terminated. Many scientists had to, and still have to, face the fact that they can hardly find other jobs at the moment. Another big issue was how to deal with working time for people who can‘t carry out their work from home.
So how did you sort things out?
One of our top priorities was communicating that ETH’s financial security puts us in a fortunate position: contracts can be kept, salaries paid, and jobs need not be lost. For reasons of personnel policy, it was important to come up with flexible, generous solutions. By working together with the authorities and the relevant managers at ETH Zurich, we were able to take special measures during this extraordinary time – such as extending contracts and making it possible for ETH members to “work from home” while abroad.
Did this involve adjusting the regulations?
Yes, at the end of March and the beginning of April we passed three regulations that created clear framework conditions and at the same time allowed leeway for individual solutions. For example, it was important to ETH Zurich that teaching assistants be paid for the hours agreed.
Has lockdown changed the way we work in the long term? Or rather, what remains after lockdown?
Since 2016, the HR department has published guidelines and information for supervisors and employees on flexible and mobile working. Until now, both parties have shown only moderate interest in expanding these. Emergency operation mode has certainly triggered a new openness: it has encouraged ETH members to consider more flexible working arrangements and a management culture more firmly anchored to self-organisation and trust. People were forced to try out certain things, and discovered some advantages, such as avoiding long commutes. So from a technical point of view, and in terms of flexibility and a culture of trust, I’d describe the lockdown as a driving force. On the other hand, it made separating personal and working life more difficult. For parents, childcare and home schooling were considerable challenges. Of course, the situation as a whole affects each person rather differently.
How important will working from home be in the future?
Lockdown has triggered a lot of new things, and it’s going to take some time to process them. In any case, I’d like us to carry on discussing and fine-tuning the options we’ve discovered – so that we don't fall behind or stop in our tracks. We need to address the future of work from all angles.
Do you have an idea of a perfect way of working?
No; nor is it my goal to put forward a model. We believe in encouraging people and creating opportunities. And that means forms of work that not only get tasks done effectively but are also compatible with the particular circumstances and needs of the employees. This covers childcare and care for relatives, but also further training and sabbaticals. We cannot and do not want to set out anything specific here; we’re looking to encourage an exchange of ideas within the research groups and teams, in order to find flexible and individually viable solutions.
What’s your approach to working from home?
Personally, I’ve been taking advantage of the opportunity to work at different locations for quite a while now. I tend to fit the working environment to the particular task at hand – so if I’m rushing from one meeting to another the whole day, I can be on-site in the office. If I want to focus on a project for a long stretch, then it makes sense to stay at home.