Administrative Staff
Excellence Awards

Recognises not only a single request but the need behind that request, and offers more accurate and efficient solutions. Takes an approach that prioritises stakeholder satisfaction, seeks feedback, and responds to feedback in a timely and effective manner.

Applies standards, procedures, regulations and institutional rules fully in routine processes. Maintains service continuity during busy and critical periods and takes initiative where necessary. Acts transparently regarding the process, requirements, alternatives and possible delays.

Sees the signals before a problem arises, takes preventive action and, without going beyond their own authority, escalates the matter to the right person at the right time with the right information. Rather than ignoring a problem, offers options, a route and a proposed solution.

Adopts open communication, plain language, the simple explanation of complex processes and, where necessary, support through different channels. Even when the matter falls outside their own remit, directs the person to the right place with the right information.

Provides standard and respectful service whose tone and effort do not change according to who they are speaking to, and protects personal data. Avoids sexist expressions and guidance. Takes an inclusive approach and uses non-judgemental language on matters such as caregiving responsibilities, disability, digital literacy, language barriers or gender identity.

Distinguishes the problem from the symptom. Analyses well the cause of recurring disruptions or the potential of the improvement points identified. Clarifies the flow of the process, its steps and its decision and approval points. Explains which area of impact (energy, waste, water, transport, procurement, communication, documentation, social dimension, etc.) they set out to improve and what they aimed to improve within it.

Works together with the stakeholders affected by the process. Builds collective thinking rather than a desk-based solution. Establishes a flow that gives a clear answer to the questions of who does what and when. Provides a work-tracking system that leaves no loose ends and that is traceable, can be closed out and can be continuously improved through feedback.

Quantifies current consumption, workload and cost. Reduces recurring workforce needs through practices such as automating existing processes. Considers resource efficiency together with environmental impact (energy, paper, waste, etc.). Produces an alternative plan for risks such as insufficient resources or dependence on a single person. Reports the benefit achieved (time, cost, capacity) clearly and understandably.

Clearly announces the rationale for the change, its benefit, the timeline and the expectations. Informs internal and external stakeholders. Makes the benefit created visible.

Defines indicators for the success of the project, tracks those indicators, and takes corrective action by monitoring adoption and usage data. Collects feedback and plans how the necessary improvements will be made.

Designs the volunteering activity on the basis of the need coming from the field and stakeholder feedback. States clearly who is being supported and in which area of need. Makes the need visible through data or feedback (surveys, focus groups, application records, etc.). Where necessary within the scope of the work, is able to establish partnerships with clearly defined roles and contributions with NGOs, public bodies, local actors, schools, cooperatives, the private sector and similar.

Presents outcome indicators such as knowledge, capacity, access and quality of life, rather than only the number of people reached. Where possible, produces practical change alongside awareness. Makes sustainable behaviour easier for stakeholders.

The safety, consent and privacy of the target group and the principle of doing no harm are protected. Provides clear information, role descriptions, a timeline and guidance that make participation easier. Acts in accordance with the principles governing work with children, vulnerable groups, field safety, consent and privacy.

Makes volunteering opportunities accessible for people from different units and with different needs (time, format, flexibility). Provides clear information, role descriptions, a timeline and guidance that make participation easier. Where possible, develops a regular schedule, a recurring collaboration or a programme model rather than a one-off event. Collects feedback from both volunteers and stakeholders, and improves the next round of implementation.

Defines at least one indicator and presents the before-and-after difference or the annual trend. Regularly tracks indicators such as participation hours, volunteer profile, type of activity and stakeholder satisfaction. Shares the activity using responsible communication. Describes the outcomes of the project without instrumentalising the target group, without exaggeration and on the basis of evidence.

Turns making mistakes into learning. Establishes the language of solutions rather than of blame. Makes it safe for team members to ask questions, to voice risks and to give feedback.

Passes on their experience. Rather than solving the problem, increases the person's capacity to solve it. Encourages thinking through the approach of "What do you suggest? What are the alternatives?"

Clarifies development areas that are aligned with team goals. Creates individual development plans. Does not keep knowledge to themselves but spreads it within the team through documentation and short training sessions. Does not leave performance to the end of the year. Adopts a culture of frequent, concrete and developmental feedback. Designs development opportunities such as job enrichment, rotation of duties within the team and project responsibility.

Takes an inclusive approach and uses non-judgemental language on matters such as caregiving responsibilities, disability, digital literacy, language barriers or gender identity, and is sensitive to exclusionary language and microaggressions. Uses respectful and neutral language. Involves the relevant people in the process. Makes meetings and decision-making more inclusive. Distributes opportunities according to criteria rather than according to the person. Also recognises invisible labour.

Gives criticism on the basis of concrete behaviour without personalising it. Also makes recognition visible. Proceeds without taking sides, focusing on the shared goal and using the language of solutions. Does not allow tensions to escalate.

Does not limit themselves to what they have been given. Sees areas for improvement and takes action. Takes ownership of the process or the task and follows the work through from end to end. Produces options without waiting for clear instructions, assesses risks and offers proposed solutions. Escalates the problem to the right place and follows it up.

Analyses their stakeholders' needs accurately through active listening. Supports collective success by sharing information within the team rather than withholding it. Contributes to an environment of psychological safety in which different ideas can be voiced. Maintains a constructive and courteous manner even in moments of conflict.

Accepts feedback as a contribution to development rather than as criticism. Volunteers to take on new tasks outside their own comfort zone. Maintains their curiosity not only about their own area but about the general functioning of the University, and quickly integrates the new approaches and tools they learn into their current work.

Protects the framework of ethics, confidentiality, fairness and respect. Their conduct sets a positive example for how others carry out their work. Values diversity, draws on differences and places a sense of fairness at the centre of all their relationships. Has a strong sense of institutional belonging and protects the institutional culture and ethical boundaries in all circumstances.

Takes action by showing flexibility rather than resistance in the face of unexpected situations. Is a person who adapts quickly to the University's transformation and modernisation steps and who supports those around them in doing so. Sees change not as a burden but as a part of development.