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For the key group of executives, the “FührungAKTIV” pro-
gramme kicked off in 2014 comprising lectures, work-
shops and training courses on subjects such as manage-
ment (from a distance), communication with employees,
personnel recruitment and interculturality. Within the scope
of this systematic executive development, the executives
at the BfR are offered regular training to continuously fur-
ther develop their leadership skills.
On top of all of this, a three-year programme to promote
an initial number of ten junior scientific staff members was
started for the first time at the BfR in April 2014. In addition
to the opportunity of studying for a PhD in collaboration
with the participating universities, this programme com-
prises various events and training courses. The BfR also
developed a post-doctoral programme especially to pro-
mote up-and-coming scientific talents and to increase the
cooperation with universities. Among many other things,
the participants in the programme are given a detailed ca-
reer management in the form of individual coaching.
Compatibility of family and career
The BfR considers the term family to mean a way of living
where individuals are involved in ensuring the wellbeing,
upbringing and care of their children, relatives and part-
ners. To ensure that employees can assume responsibility
at work as well as in the family, the promotion of the com-
patibility of family and career is a matter of importance
to the Institute. With the promotion of the compatibility of
family and career, the BfR is pursuing the goal of bond-
ing employees more strongly to the Institute and gaining
a higher profile in the competition for qualified personnel.
The BfR was awarded the “audit berufundfamilie” certifi-
cate in 2009 and had it confirmed in a re-audit in 2012. It
is to be confirmed yet again in 2015 within the scope of
the “Consolidation” re-audit.
Since acquiring certification for the first time in 2009, the
BfR has implemented a number of measures to promote
compatibility, such as extensive expansion of flexible
working hours, the establishment of guest offices and par-
ent-child rooms, the introduction of alternating telework
and the preparation of a position paper on the German
Family Care Leave Act. In 2014, the BfR also continued
to advance the implementation of the plan of measures
for further improvement of alternating telework which was
prepared in an evaluation workshop. It also made telework
even more flexible and strengthened the autonomy of tele-
workers with regard to the structuring of their work. There
was also a lot of focus on sensitising executives to com-
patibility issues through discussion groups on the imple-
mentation of family-conscious management conduct.
Worthy of special mention too is the introduction of per-
spective discussions for all temporary employees with
their immediate supervisors. The opportunity to clarify fu-
ture perspectives is of particular importance to junior sci-
entific staff and trainees, especially those who are plan-
ning to start a family.
>>
The largest employee group consist of scientific personnel,
followed by administrative staff and technical assistants.
The BfR supports young scientists. It launched a new PhD
candidate programme for this purpose in 2014.
About the BfR
