Strengthening Our Work Environment: Resources and Reflections from Recent PAT Meetings

 

In recent months, a series of dedicated meetings between the Dean’s Office and the Faculty’s technical and administrative personnel (PAT) provided an opportunity to share concerns, priorities, and expectations regarding the work environment. These exchanges highlighted the importance of better understanding the institutional resources already available—particularly in areas such as internal mobility, professional development, and psychosocial support. 

In this context, the Human Resources Division (DiRH) of the University of Geneva offers a structured set of support systems designed to strengthen career development, improve working conditions, and promote collective well-being. The following overview presents the key elements of the institutional HR strategy, as well as the employer’s responsibilities in matters of protection, conflict management, and mental health. 

A Human Resources Strategy Based on Four Key Pillars 

The University’s HR strategy provides a framework for guiding practices, reinforcing managerial consistency, and supporting professional growth. It is structured around four main pillars: 

1. Establishing and promoting a strong management culture 

2. Developing a supportive and stimulating work environment 

3. Promoting and valuing HR management focused on service to users 

4. Supporting talent development and career progression 

These pillars reflect the institution’s commitment to offering a harmonized organizational structure, focused on the quality of professional relationships and the recognition of skills. They promote management practices that are consistent, inclusive, and oriented toward the well-being of all staff members. 

Focus on Professional Development: Internal Mobility and Training 

The University actively supports professional development through two complementary approaches: internal mobility and continuing education. 

Internal mobility—especially short-term mobility (less than 3 months)—provides access to new professional environments, broadens skills, and allows staff to explore new roles. It is a key tool for supporting career transitions, fostering adaptability, and promoting the diversity of talent within the institution. 

Continuing education offers a wide range of opportunities to develop technical, methodological, interpersonal, or personal skills. These training programs allow staff to upskill or acquire new expertise aligned with changes in their profession, institutional needs, and personal goals, both during and after their careers. Topics regularly offered include management, communication, digital tools, and project management. 

By combining mobility and training, the University encourages dynamic and evolving career paths that are aligned with both departmental needs and individual aspirations. These tools provide concrete ways to promote continuous learning and professional growth across all career paths. 

Employer Responsibilities: Protecting, Preventing, and Supporting 

The University has essential responsibilities to ensure a safe, respectful, and healthy work environment for all staff. These responsibilities fall under two main areas: protection of personal integrity and conflict management, and mental health in the workplace. 

Protection of Personal Integrity and Conflict Management 

The employer is obliged to protect the integrity and dignity of its staff. This includes taking action when tensions, conflicts, or inappropriate behaviors arise, and implementing necessary measures to maintain a professional and respectful environment. 

This responsibility is based on three core principles: 

• Prevent problematic situations by promoting good practices and encouraging constructive dialogue 

• Protect individuals whose integrity or dignity is under threat 

• Support teams and individuals by leveraging internal resources—HR services, management, or specialized support units—to foster constructive resolution 

The goal is to ensure high-quality professional relationships and preserve the psychological safety of all staff members. 

Mental Health in the Workplace 

Mental health is also a core component of the employer’s responsibilities. Since July 1, 2024, the HR Division has included a work and organizational psychologist to reinforce efforts in preventing and managing psychosocial risks. 

This role includes: 

• Assessing stress factors and available resources 

• Raising awareness and informing staff on mental health topics 

• Organizing workshops and training sessions for staff 

• Providing support, advice, and guidance to teams 

The University takes a proactive, holistic approach centered on balance, psychological safety, and well-being. It recognizes the impact of working conditions on mental health and encourages staff to make use of available resources for appropriate support. 

A Clear Commitment to a Sustainable, Stimulating, and Development-Oriented Work Environment 

The measures presented here illustrate the University of Geneva’s commitment to supporting its staff in a coherent and structured manner. By relying on a four-pillar HR strategy, reinforcing professional development through mobility and training, and addressing the prevention and management of psychosocial risks, the University aims to provide a working environment that is enriching, protective, and conducive to both individual and collective growth. 

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