Organisasjonsutvikling - IDI

November 2024: This page is currently under construction.

The Organisational Development Project FRIDI

The organisational development project FRIDI, Future IDI, is an ongoing project at the Institute for Computer Technology and Informatics (IDI). The project started in October 2022. Prior to the start of the project, Deloitte delivered a report based on a survey and interviews with employees. The background for the Deloitte report was the formalization of level 4, the unit level. See the Deloitte report further down the page.

Mandate

The project group’s mandate is delegated from the institute leader, dated 18.11.2022:

"The project group will continue to work with the findings in Deloitte’s report, and further investigate these if the group finds it necessary. Participation in the project group is ensured through representation from all units, as well as safety representatives and employee representatives.

The project group will prepare a final report containing recommendations and specific action proposals. The final report is then presented to the management who will make final decisions in the organisational development project."

A note on the mandate

Through the project group’s work, it became clear early on that the project group was working with several different focus areas simultaneously. It was appropriate to present interim reports for each focus area, which will eventually become part of the final report of the project.

In addition, the interim reports describe various measures, many of which have already been implemented or are ongoing. The project group therefore did not want to wait to present the interim reports with accompanying measures, as the work with the measures is continuous. See an overview of completed and ongoing measures further down the page.

Background

In 2016, the University College of South Trøndelag, the University College of Gjøvik, and NTNU were merged. Several academic environments from the colleges were merged with IDI at NTNU. It has now become one of the largest institutes at NTNU with over 300 employees. After the merger, the institute was divided into level 4, consisting of six units with associated unit leaders. The unit leaders are responsible for both subject areas in their unit and personnel responsibility. The size of the different unit areas is very differentiated, and currently ranges from about 25 people to over 80. In the establishment of level 4, it became clear that the size, organisational structure, and the cultural and social consequences of the merger had to be looked at.

Purpose

• Evaluate the 2016 merger.
• Create a suitable structure for, and size of, subject areas.
• Create a common identity and culture.

Goals

• Investigate the previous merger and today’s structure to uncover what underlies the challenge picture and improvement potential.
• Develop a sustainable structure that is adapted to an increasing student and employee mass, which enables good personnel responsibility and is well anchored in collaboration bodies.
• Increase cohesion, efficiency, and well-being among the employees by establishing a unified institute with a common culture and identity.

Participation

Employee representatives, safety representatives, and representatives from all units make up the project group. The goal is to ensure broad participation. The representatives can be contacted directly. See an overview of members of the project group further down the page.

For input or questions to the project, contact project leader Chelsea Michelle Høvik Wold by email.

Progress in the FRIDI project

The project group worked from the fall of 2022 with the focus areas:

• Development and strengthening of the unit leader role (report 1.1)
• Turnover in the staff group (report 2.1)
• Strengthening of the staff group (report 2.2)
• Routines for master’s censorship (report 2.3)
• Administrative processes for teaching staff (report 3.1)

The project group worked from the spring of 2023 with the focus area:

• Organizing strategy

The project group worked from the fall of 2023 with the focus areas:

• Common identity and culture
• Social arenas and meeting places

The various focus areas have associated interim reports. The interim reports are continuously presented to the management group who decide on the measures the reports propose.

Members of the project group

Overview of members of the project group (pdf)

Deloitte report

Deloitte report Norwegian version (pdf)

The Deloitte report will be available in English in autumn 2024.

The project group’s reports

The project group has presented interim reports during the project period, all of which say something about some findings in Deloitte’s report. When the remaining interim reports are presented, the final report will be completed.

The interim reports will be available in English in autumn 2024.

Completed reports

• Report 2.1 Turnover in staff (pdf)
• Report 2.2 Strengthening of the administrative staff (pdf)
• Report 2.3 Routines for master’s censorship (pdf)
• Report 3.1 Administrative processes for teaching staff (pdf)
• Report 4.1 Common identity and culture at IDI (pdf)
• Report 4.2 Social arenas and meeting places (pdf)

Measures

Overview of measures:

Measures that the interim reports describe are collected and given a status and responsible person/people for the measure, if this is available.

Report 1.1 Unit leader role:

• Distribute between 80-100% resource use for unit management. Not started. Responsible: Heri Ramampiaro.
• Allocate position share and compensation for the deputy role in units. After dialogue with level 1, it is clarified as not feasible with deputies in units. The intention is larger position shares on unit leaders, or splitting of units with too large a span of control.
• Clear role clarification for unit leader and deputy. Not fully implemented, ongoing work in 2024. Responsible: Heri Ramampiaro.
• Deputies not feasible, see above measure. Focus on cultural work for good leadership. Not fully implemented, ongoing work in 2024. Responsible: Heri Ramampiaro.
• Establish own cost center for all units. Implemented 01.01.2024.
• Give unit leaders read access to payroll system, accounting system, and personnel system. Implemented in 2023.
• Administrative leadership support to unit leader and own dedicated contact person from the staff groups. Not implemented, ongoing work in 2024. Responsible: Chelsea Wold and Monica Storvik.
• Leader of the technical staff group becomes a member of the IDI management group. Implemented February 2023.
• Prepare a communication plan for storage and information sharing. Not started. Responsible: Heri Ramampiaro.
• Evaluate whether IDI intranet should be continued. Not started. Responsible: IDI management group.

Report 2.1 Turnover in staff:

• Strategic reporting of turnover from staff HR to IDI management group. The task will be included in the annual wheel for staff HR in 2024.
• Systematic exit interviews with personnel leader. The task will be included in the annual wheel for staff HR. Procedures for sharing between IDI and IE of information, including archiving and follow-up of findings in exit interviews, must be prepared. Not fully implemented, ongoing work in 2024.