Norwegian version of this page

Recruitment of personnel

The recruitment of personnel represents one of UiO’s most vital investment areas. The expertise of individual employees and their integration into the organisation are crucial to UiO’s realisation of its vision, strategies and goals.


UiO’s recruitment policy

The following aspects play an important part in successful recruitment to UiO:

  • Recruit employees who are qualified for the level of the work they are to do and for the requirements made of them.
  • Pave the way for a professional and efficient recruitment process and abide by the central and local guidelines applying to matters of this kind.
  • Lay the foundation for objective, thorough assessments throughout the process, and ensure that applicants gain a positive impression of UiO, even if they are not successful in the competition.

Rules and regulations

Recruitment to government agencies entails processes governed by stringent rules. There are many bodies and persons involved, and it is important to be aware of their roles and responsibilities. This applies to the administration, managers, employee representatives, appointing bodies and others.

UiO’s Personnel Handbook (Norwegian) provides an overview of the basic rules and regulations.

The recruitment process

An overview of the recruitment process has been prepared. The overview is intended to help make the work of appointing new employees more professional and efficient, and to act as guidelines for personnel consultants.

The recruitment process is divided into six phases:

  1. Planning
  2. Attraction
  3. Selection
  4. Recommendation
  5. Appointment
  6. Introduction

You will find a description under each phase of the recruitment process of central factors that we, as a government employer, have to take into account.

1. Planning

Good and correct planning can both make the process more efficient and help to ensure that rules governing case handling are complied with. You will find a list of key phrases for all the activities to be carried out and who is responsible for the various parts in the form ‘Time and activity schedule for the recruitment process’ (not yet complete).

It must also be decided whether a recruitment agency is to be used to deal with the entire recruitment process or parts thereof.

Preparation of the job description and qualifications required will form the basis for the other stages of the process.

You will find more detailed descriptions, tips and tools for the work involved under the different stages.

2. Attraction

In order to secure the best candidate for the position, the text of the advertisement must appeal to potential applicants in both its wording and its contents. There are certain minimum requirements applying to the publication of vacancies at government institutions (see the provisions of the Norwegian Civil Service Act). It is normally sufficient to advertise on UiO’s own website and in the vacancy database of the Norwegian Labour and Welfare Organisation (NAV) in order to satisfy the minimum requirement of public announcement.

Scientific positions at UiO are announced on the European mobility portal for researchers, EURAXESS.
It may also be necessary to advertise in professional journals, on the websites of various educational institutions in Norway and abroad, and in other networks. Active searching may be vital to recruitment.

It may be appropriate to engage a recruitment agency to look for candidates for certain types of posts, like managerial and specialist positions.

Read more about Jobs and vacancies at the University of Oslo

3. Selection

Selection is a time-consuming process during which the candidates’ academic/formal qualifications, experience and personal suitability for the position must be weighed up against the requirements initially defined in the description of the position.

It should be decided as soon as possible whether a sufficient number of candidates with the required qualifications have applied. If the applicant base is too small or their qualifications inadequate, it must be considered whether another attempt should be made to get more candidates to apply, or whether the recruitment process should be stopped and reconsidered.

The recommending authority appraises the applicants on the basis of CV and application with appurtenant documentation.

Applications for scientific positions are assessed by appointed qualified persons, who make their recommendation to the recommending authority.

The selection is also based partly on impressions from the interview and reference interview and, if relevant, tests, such as a trial lecture in the case of research and teaching positions.

In many cases the interview can be decisive for whether the candidate accepts the position. It is therefore very important that the interview be carried out in a professional manner.

4. Recommendation

After interviews and reference interviews have been held, a recommendation is made. The recommendation forms the main basis for the appointment body’s assessments before a decision is made. The recommendation itself is made on the basis of an overall assessment of the job description, applications with enclosures, an assessment by qualified persons for scientific positions, the interview and the reference check.

Work on the actual recommendation document can start early in the process. Information about applicants, requirements regarding qualifications and information about the position can be entered.

It will also be important for the recommending authority to document that various considerations have been taken into account in the recruitment process. Such considerations include equal opportunities, taking account of applicants with impaired functionality, applicants with immigrant background and applicants who have been made redundant. Comments on these considerations should be made in a separate point of the recommendation. No arguments shall be put forward which are discriminatory with respect to age, health, political views, ethnicity etc., and which result in applicants not being regarded as qualified.

5. Appointment

The preparatory phase is concluded when the processing of the application is completed and handed over to the appointing authority. It is the appointing authority that must complete or make a decision in appointment matters, unless the matter is stopped by the administration or the recommending authority.

There is information in the Internal Personnel Handbook (Norwegian) on how an appointment case is processed from the time the recommending authority forwards their recommendation and until an applicant has received an offer from UiO. The handbook also discusses how any disagreement between the recommending authority and the appointing body should be handled, and what happens if there is an appeal from the minority.

The appointment procedure should be reviewed in the end to determin points of improvement.

6. Introduction

As soon as the appointment decision has been made, the line manager of the unit contacts the new appointee in writing or verbally and wishes him or her welcome. The date of taking up the position and any other practical matters should be addressed taken up and clarified as soon as possible.

The introduction is a learning process which is intended to assist the new appointee in becoming acquainted with his or her new position. The introduction programme is designed to create mutual confidence and communicate the necessary knowledge and insight into the work to be done.

See also Reception of new employeesNew at UiO and International researchers at UiO.

The introduction period is a very important part of the recruitment process. It is largely during this period that the foundation is laid for the new UiO employee to become a resource for the institution. We put a lot of work into announcements and assessments of applicants, and it is important that this work is followed up.

Published Mar. 9, 2010 9:44 AM - Last modified Apr. 6, 2017 3:22 PM