MyKHAS

Tracking Pay Scale for Gender Equity

EQUALITY POLICY

Kadir Has University Policy Against Harassment and Discrimination states that “At Kadir Has University, people work together in harmony regardless of their differences in terms of race, language, gender, sexual orientation, religious practices, skin color, nationality, belief, disability, age, and opinion.”

Academic Principles of Kadir Has University, under the heading “No to Discrimination!”, also declare that “we are committed to all legal regulations and make the best efforts to ensure an academic and social work environment that is free from discrimination, based on equality, respects differences and is inclusive for all stakeholders.”

In all its procedures and processes, Kadir Has University promotes equality- and merit-based applications. For instance, performance and promotion criteria for the academic staff members are clearly stated in related instructions, and specific applications for maternity leave, such as being exempt from annual performance evaluation, are codified in these instructions:

Kadir Has University takes a dedicated stance on promoting gender equality, employing a multifaceted approach through its comprehensive Gender Equality Plan, the Gender and Women’s Studies Research Center, and the Unit for the Prevention of Gender-Based Harassment, Sexual Harassment and Sexual Assault.

The KHAS Gender and Women’s Studies Research Center stands as a pivotal institution within this commitment. Its mission extends beyond traditional academic paradigms, aiming to establish an intellectual hub for interdisciplinary research, teaching, and institutional transformation centered around gender equality. The center is driven by a profound commitment to education and research, with a dual focus on academic communities and the wider public, not limited to but primarily emphasizing its impact within Turkey. The overarching goal is to contribute significantly to eradicating sexism and dismantling gender-based oppression, both within academic discourse and society at large.

In tandem with this, Kadir Has University’s Gender Equality Plan underscores its holistic approach to fostering a balanced and inclusive environment. By integrating policies and initiatives that address gender disparities at various levels, the university demonstrates a commitment to creating an atmosphere that values and supports the diverse contributions of all its members.

Moreover, the Unit for the Prevention of Gender-Based Harassment, Sexual Harassment, and Sexual Assault is a vital component of the university’s commitment to ensuring a safe and respectful environment for all. This unit operates as a proactive force, providing support, resources, and preventive measures to address and eliminate gender-based harassment and assault.

Together, these initiatives form a robust foundation for Kadir Has University’s steadfast commitment to gender equality, not only within its academic and administrative spheres but also in contributing to a broader societal transformation. Through these endeavors, our university seeks to foster an environment that values diversity, empowers individuals, and actively dismantles systemic barriers based on gender, ultimately shaping a more inclusive and equitable future.

Pay Scale

Kadir Has University employs its employees according to Labor Law No.4857, which guarantees the payment of living wage and union rights for all staff members, and Higher Education Law No.2547. The procedures regarding hiring the staff are clearly expressed in writing, and a Human Resources Policy that is respectful to human rights, in compliance with the confidentiality principles, and against discrimination is applied. The academic and administrative staff are entitled to terminate their contract upon their will at any time they desire. However, the legal notification period regulated for resignment is reserved. The salaries at Kadir Has University are arranged in accordance with the minimum wage standard. This standard also applies to the service procurements. When work outside the regular hours is necessary, overtime work payment is made to the employee as an additional charge or as time, depending on his/her preference.

Article 11 of the Law No. 7243 was added to the Additional Article 8 of the Law No. 2547 on Higher Education with the Article 11 of the Law No. 7243, which states that “The academic staff working in foundation higher education institutions cannot be paid less than the salaries paid in State higher education institutions according to their titles. In the calculation of the equivalent salary paid in State higher education institutions within the scope of this paragraph, the payments related to the position to which the provisions regarding salaries are applied in accordance with the relevant legislation are taken into consideration” and this provision entered into force on 17.04.2020 when the Law was published in the Official Gazette. Kadir Has University applies this Law and does not pay its academic staff less than the salary amount paid in State higher education institutions according to their titles.

Our salary policy is grounded in a commitment to equality, with salaries determined solely by performance, free from any gender-based differentiation. A core component supporting this policy is our Academic Performance Directive, which ensures transparent, merit-based evaluations. Additionally, all academics receive an Individual Research Fund (BAF) that is gender-neutral and allocated strictly on the basis of individual performance. The procedures for determining the Individual Research Fund allocation are safeguarded by the Individual Research Fund Directive.

To summarize the Individual Research Fund (BAF), each full-time faculty member is allocated a personal research fund, determined by their achievements in research, education, scientific publications, and research project fund-raising activities from the previous year. The BAF supports various research activities within the academic year, including participation in national and international scientific meetings, funding for undergraduate and graduate researchers, acquisition of necessary research tools and consumables, and professional training or development opportunities. This approach not only underlines our dedication to performance-based rewards but also strengthens research efforts without any form of gender bias.

KADİR HAS UNIVERSITY GENDER EQUALITY PLAN

KADİR HAS UNIVERSITY GENDER EQUALITY POLICY

Gender inequality is still one of the most common social problems both in Turkey and throughout the world in particular as a matter of justice and human rights. The problem of gender inequality includes the types of marginalization and discrimination faced by individuals based on gender. This covers all types of current practices and power imbalances concerning social patterns that appear as gender-based violence and discrimination, including those affecting transgender individuals. To attain the target of gender equality, it is required to question the power imbalances and unequal gender dynamics and, encourage fair access to resources and opportunities.

All people must be treated fairly and with dignity without any discrimination based on gender, ethnic origin, belief, sexual orientation, gender identity, nationality, and similar grounds, which is a matter of human rights. As an academic institution embracing universal values, Kadir Has University also accepts this approach. As it is provided in article 10 of our Constitution, “Everyone is equal before the law without distinction as to language, race, color, sex, political opinion, philosophical belief, religion, and sect, or any such grounds.” Article 10 of the Constitution guarantees that it is the positive and direct obligation of the state to put into practice gender equality and, that positive action will not mean discrimination (Additional paragraph: 7/5/2004-5170/Article 1).

Our country is also one of the parties to the UN Convention on the Elimination of All Forms of Discrimination against Women. Gender equality is one of the Sustainable Development Goals that are explained in 17 articles by the United Nations. Likewise, gender equality is one of the priority policies of the Council of Europe of which Turkey is a member, and the Council of Europe sets forth the targets and methods in the Gender Equality Strategy documents in order to put into practice this policy.

Considering the academic principles and the objectives of the Policy on Prevention of Harassment and Discrimination; the Policy Document Intended to Prevent Gender-Based Harassment, Sexual Harassment and Sexual Assault as well as the Directives and Practices of the Unit to Prevent Gender-Based Harassment, Sexual Harassment and Sexual Assault; the research, projects and activities of the Gender and Women Studies Research Center on gender inequality and the Gender Studies Ph.D. Program, Kadir Has University is one of the few universities that directly deal with gender-based inequalities in Turkey and, has committed itself to serving as a role model developing the best practices in terms of gender equality.

The main objectives the KHAS Gender Equality Plan (GEP) are as follows:

Eliminate gender-based discriminatory practices in the fields of recruitment, employment security and career development of employees and, create practices intended to improve gender equality.
Make visible gender unbalances in the decision-making processes and take measures to establish gender equality to improve collaborative and coherent working processes, engagement, and transparency.
Create and make sustainable a safe and supportive working environment, where there is no gender-based violence, and there is no discrimination in conducts and behaviors for academic and administrative staff, the outsourced personnel, and the students.
Strengthen the balance of gender by means of considering the gender perspective in all the scientific fields for both the content of research and various processes of research such as the formation of teams, and the publication of results.

In order to attain these objectives, within the framework of the GEP, Kadir Has University aims to take necessary steps in:

Corporate culture, management, and leadership mechanisms as well as corporate directions, encouragements and directives,
All the areas and processes forming the campus climate and during the procedures intended to further strengthen the gender equality perspective among the academic and administrative staff, the outsourced employees, and the students,
Career development, the management of recruitment and promotion processes, the consideration of work-life balance, as well as private/temporary conditions concerning private life such as birth, having children, the necessity to take care of relatives for leaves and promotions,
Educational processes and curricula and,
Research processes,

in order to ensure and enforce the gender equality policies and principles.

KADİR HAS UNIVERSITY GENDER EQUALITY ACTION PLAN

To prevent any type of gender-based discrimination and sexist attitudes and behaviors within the framework of the main themes listed in detail above within the organization of Kadir Has University, the KHAS Gender Equality Action Plan has been drafted in a way that contains the details on the information, enforcement and application aspects thereof.

Corporate Culture, Management, and Leadership

Gender Equality Committee

A Gender Equality Committee (GEC) will be established, which is to be identified by and will operate reporting to the President. This committee will consist of academic staff, administrative staff and students, and meet on a regular basis to determine policies and make efforts in respect of gender equality. For the formation of the GEC, those who work in the field of gender equality and who are trained in this field will be prioritized. The GEC makes efforts to ensure not only the permanent staff and students of the university but also the businesses serving to our university and their employees accommodate themselves to the policies in the field of gender equality. Accordingly, the main tasks of the committee will be the activities of due diligence, continuing education, and monitoring and evaluation. The efforts made within the organization of the GEC will be reported to the senior management on a regular basis.

Due Diligence: The GEC will carry out necessary quantitative and qualitative data collections intended to determine the current condition of Kadir Has University in respect of gender equality. Within the scope of these efforts, the data will be analyzed in respect of the titles of researchers and academic staff, the male & female percentages by faculties, departments and units, and the male female male percentages among the conductors and researchers of the research projects and, the authors of the publications. In addition, the conditions and needs of those who feel that they are exposed to discrimination due to their gender identity and sexual orientation among the university staff and students will be identified by means of the reports from the Unit to Prevent Sexual Harassment and Sexual Assault (UPSHSA).

Continuing Education: Seminars, workshops and projects will be organized with the participation of all the stakeholders within the scope of a time schedule that is to be jointly prepared by the faculties and the KHAS GEC in order to enhance the knowledge and awareness of the academicians, researchers, administrative staff, outsourced personnel and students in respect of sexual discrimination, and the affects thereof will be measured in a structured way.

Monitoring and Evaluation: After the formation of the KHAS GEC, the statistical and qualitative studies detailed under the title “Due Diligence” will be renewed every year, and the developments will be monitored and reported by the KHAS GEC to the President.

Theme	Subject/Evidence to Discuss	Planned Action	2022	2023	2024	Responsible Person/Unit/Department & Success Indicators
Leadership & Management	Improvement of gender equality in the main commissions where decisions are made	Guarantee the continuity of an egalitarian gender balance	X	X	X	President At least %40 female members in all the commissions
Leadership & Management	Lack of education in respect of gender equality	Integration of the online gender equality training to the administrative and academic staff in the promotion and employment contract renewal processes		X		The Gender and Women Studies Research Center, The Directorate of Human Resources 50% of the academic and administrative staff receiving the training
Audit Policy & Practices	Improvement of the policies and the respective units to fight harassment, mobbing, sexual assault, and violence	Ensure that the policy and the respective unit are announced (through MyKhas and on the website) and all the KHAS society members are informed accordingly	X			The UPSHSA, The Directorate of Human Resources The policy is available on the MyKhas and KHAS website, and both the policy and unit are announced to the KHAS society
Audit Policy & Practices	Improvement of the processes for data collection, publication, and reporting based on gender	Ensure that the data are maintained and reported on the basis of gender in order to monitor the progress and, correct the deficiencies if any	X			The Directorate of Institutional Research and Assessment , the UPSHSA, The Directorate of Human Resources, The Directorate of Operation and Purchasing Maintain and report the data separated based on the gender equality
Audit Policy & Practices	Improvement of the University’s Quality System with the aims for gender equality	Integration of the gender equality policies and the Gender Equality Plan with the Quality System and the strategic plan of the university		X		The Directorate of Institutional Research and Assessment A page on the KHAS website, where the Gender Equality Plan and the data on gender equality are made available

Campus Climate

Our university aims to create a campus climate, which is egalitarian, libertarian, dialogue-based, engaging, inclusive, accessible to all the society members and where any type of gender-based discriminatory attitude, behavior and practice are completely excluded. It is one of the priorities of our university in respect of the campus climate to ensure that all the members, in particular, the students, academic and administrative personnel and outsourced personnel, are aware of the concept of gender equality.

	Theme	Subject/Evidence to Discuss	Planned Action	Time Schedule			Responsible Person/Unit/Department	Success Indicators

				2022	2023	2024
Campus Climate	Awareness	Lack of knowledge of the students in respect of the perception of gender at the campus	Planning of focus groups with the students		X		The Directorate of Institutional Research and Assessment, The Gender and Women Studies Research Center	Focus groups
Campus Climate	Awareness	Enhance the visibility of gender at the campus	Use of stickers, posters and other materials on the boards; organization of gender-based exhibitions, theaters and forums		X		The Campus Life Office, The Corporate Communication	Physical and online materials, exhibitions, plays, forums and similar events
Campus Climate	Awareness	Enhance the awareness of gender at the campus	Provision of training on gender equality		X		The Gender and Women Studies Research Center	Training on gender equality, the number and percentages of the participants

Campus Climate	Awareness	Awareness of the sub-employers and the outsourced personnel	Questionnaires with the sub-employers and outsourced personnel; improvement of gender balance in the process of recruitment; challenging the gender stereotypes in the process of recruitment (e.g. female shuttle vehicle drivers); directives on the expectations from the sub-employers		X		The Directorate of Operation and Purchasing	Preparation of a code of conduct for the sub-employers and employees and, inclusion thereof into their contracts
Campus Climate	Engagement	Enhance the engagement of the students and student clubs	Training to the students and student clubs on gender; training of trainers; development of a co-presidency system for the student clubs		X		The Campus Life Office, Core Program	Training and projects to the student clubs

			Gender projects with the participation of the students
Campus Climate	Engagement	Increase the number of male participants in the Gender Equality Plan	Organization of training programs and workshops with both the employees and students in order to discuss on how to increase the number of male participants in the efforts for gender equality		X		The Gender and Women Studies Research Center, Core Program	Training programs focusing on males

Career Development, Recruitment Process and Work-Life Balance

There is already a gender balance established in our university in respect of the number of both the students and the academic and administrative staff. In addition, significant steps have been taken with the intention to ensure gender equality in the employment and performance directives after the updates thereon in 2018, 2019 and 2020. There have been some improvements, for example, an academic person who takes a maternity/parental leave will not be included in the annual performance for a period of one year following the year they restarted to work, and the period used for these leaves will be added to the periodic performance period. Nevertheless, the concept of gender equality is a dynamic area so that it must be continuously monitored in the career development and recruitment processes, and thus the current improvement areas must be identified and, new practices must be developed accordingly. Our university takes necessary steps in cooperation with the KHAS GEC and the Directorate of Human Resources in order to ensure gender equality in the career development and recruitment processes.

	Theme	Subject/Evidence to Discuss	Planned Action	Time Schedule			Responsible Person/Unit/Department	Success Indicators

				2022	2023	2024
Career Development	Professional Development	The percentage of female employees is getting decreased as the position is getting higher	Development of a mentorship system for female employees	X			The President, The General Secretary, The Directorate of Human resources, The Gender and Women Studies Research Center	The number and percentage of female employees receiving mentorship and, the percentage by gender and position
Career Development	Professional Development	Lack of representation of the female doctoral students	Encourage the female students in the undergraduate programs to apply to the master’s degree and doctoral programs	X			The School of Graduate Studies, The Scholarship Committee	Percentages of female graduate and doctoral students

Career Development	Professional Development	Enhancement of support mechanisms for the researchers at the beginning of their careers (Ph.D. Candidates, Assistant Professors, Research Assistants)	Training in respect of career development, funding opportunities and publication methods/tips		X	X	The Directorate of R&D Resources	3 training programs organized in a year and at least 70% of the female employees attending these training programs
Career Development	Professional Development	Mentorship for undergraduate students	Joint efforts with non-governmental organizations such as KAGİDER, TurkishWIN, CampusWIN for the development of mentorship and leadership for female students		X	X	The Career Office, The Campus Life Office, The Student Clubs, The Gender and Women Studies Research Center	Training and mentorships provided
Career Development	Employee Profile	Improvement of the respective processes in the HR system concerning the data separated by gender	Ensure that the HR system maintains the data separated by gender for all the areas	X			The Directorate of Human Resources	The HR keeps the data on the following subjects on the basis of gender equality. personnel, recruitment, promotions, those quitting, and use of the business-life balance provisions



Career Development	Recruitment	Improvement of the recruitment practices	Formation of regulations/procedures intended to create a recruitment system established based on gender equality and diversity containing practices to enhance the diversity of candidates and employees; preparation of a text for job adverts referring to gender equality and diversity		X		The President, The General Secretary, The Directorate of Human Resources, The Directorate of Corporate Communication, The Gender and Women Studies Research Center	Regulations and procedures drafted
								Addition of a text for job adverts highlighting the concept of gender equality and diversity
Career Development	Recruitment	Provision of training on gender equality to all the university members within the scope of the employee orientation programs	Creation of training and workshops on gender equality; inclusion of gender equality into the employee orientation programs	X			The Directorate of Human Resources, The Directorate of Student Affairs, the Directorate of Operation and Purchasing	Training and workshops
								Informing all the employees of the gender equality policy and practices


Career Development	Business & Life Balance	Ensure that the paternity leaves are efficiently used.	Announcement of the paternity leave policy (MyKhas and website) ensuring that both the academic and administrative staff benefits from this policy	X			The President, The General Secretary, The Directorate of Human Resources	The paternity leave policy made available on MyKhas and KHAS website

			Training on paternity to the employees who are to take their paternity leaves

Educational Processes and Curriculum

All the faculties and departments will set and announce their targets for the gender equality in compliance with the KHAS Gender Equality Plan detailed hereunder, monitoring the results thereof and, considering them in the respective performance evaluation processes.

A short paragraph, which summarizes the policies against any type of violence and discrimination in all the processes of the university including the courses and activities affiliated therewith, and the rules and sanctions considering thereto, to all the curricula, and this text will highlight the safeguarding of gender equality. In addition, it will be encouraged to include the gender equality aspect in the respective course into the curricula.

	Theme	Subject/Evidence to Discuss	Planned Action	Time Schedule			Responsible Person/Unit/Department	Success Indicators
	Theme	Subject/Evidence to Discuss		Time Schedule			Responsible Person/Unit/Department
				2022	2023	2024
Gender in Education	Culture & Curriculum	Courses on gender across the university	Provision of gender courses to all the students		X		Faculties, The School of Graduate Studies, Core Program	Addition of new courses to the pool of (elective) courses
Gender in Education	Culture & Curriculum	Gender equality in STEM	Planning and enforcement of activities for STEM		X		Faculties, The School of Graduate Studies, Core Program	Education, workshops and events for STEM
Gender in Education	Culture & Curriculum	Development of a sensitive language in respect of gender equality	Directives for inclusive communication (Language and visual descriptions)		X		The Gender and Women Studies Research Center,	Development and enforcement of directives for inclusive communication
Gender in Education	Culture & Curriculum				X		Directorate of Corporate Communications
Gender in Education	Culture & Curriculum	Ensuring gender equality in education; enhancement of the dialogue and engagement among the male and female students	Informing the academic personnel to enhance gender equality and engagement in the classrooms		X		The Gender and Women Studies Research Center	Informing the academic staff of gender equality and engagement in the classrooms
Gender in Education	Culture & Curriculum	Ensuring that the students are efficiently informed of the university’s anti-discrimination and gender-based policies	Addition of a chapter focusing on anti-discrimination, gender equality and diversity aspects in all syllabi	X			The Education Committee	Addition of a chapter based on gender equality and diversity in syllabi

Research

It is one of the priorities of our university in the field of research to monitor the gender data in the research deliverables such as research projects and publications, and to develop and put into practice a mentorship system in the respective areas. It is aimed to ensure improvement through a merit-based system in terms of fulfilling the criteria of appointments and promotions by means of enhancing the research competencies and deliverables of all the faculty members and researchers, leading to equality between men and women among the academic staff for all positions.

It is one of the main approaches of our university to safeguard gender equality in all the research processes and all the events, where the research deliverables are shared internally and externally such as conferences and panels in line with our gender equality approach.

	Theme	Subject/Evidence to Discuss	Planned Action	Time Schedule			Responsible Person/Unit/Department	Success Indicators

				2022	2023	2024
Gender in Research	Gender & Research	Gender equality in research processes and deliverables	Monitoring the gender data within the scope of the research processes and deliverables	X	X	X	The Gender and Women Studies Research Center, The Directorate of R&D Resources, The Directorate of Institutional Research and Assessment	Percentages of male and female coordinators and researchers in research projects

								Percentages of male and female authors of publications and articles
Gender in Research	Gender & Research	A supporting mechanism aiming for gender equality in research processes	Development of a mentorship system aiming for gender equality in the scope of research projects and publications	X			The Gender and Women Studies Research Center, The Directorate of R&D Resources, The Directorate of Institutional Research and Assessment	The number and percentage of female employees receiving mentorship and, the percentages or male and female researchers by research deliverables

KADİR HAS UNIVERSITY
DIRECTIVE FOR ACADEMIC STAFF EMPLOYMENT

SECTION ONE
Purpose, Scope, Basis and Definitions
Purpose
ARTICLE 1- Directive for Academic Staff Employment is compiled for the purpose of ensuring and bringing together the qualified academic staff required for the realization of the vision and mission of Kadir Has University. The regulations; with the aim to reach the highest standards in education and research, define an objective and clear assessment system, and determine the main principles related to draw up employment contracts for the academic staff.

Scope
ARTICLE 2- This Directive sets out the minimum academic working conditions for the academic staff to be employed at Kadir Has University and/or those whose employment contracts are in progress and shall be executed within the framework of the basic principles stated in article 5 of this directive. This directive constitutes a whole with its annexes.

Basis
ARTICLE 3- Higher Education Law No. 2547.

Definitions

ARTICLE 4-
(1) The Candidate Preliminary Assessment Committee is referred to as a committee, formed by the Dean of the relevant faculty for each posted position, whose rules for incorporation are stipulated in Article 8 of this directive and assigned with conducting a preliminary assessment regarding the suitability of the candidate within the scope of Kadir Has University new education model, research ecosystem and community service approach and interdisciplinary contribution potential in these areas, along with the minimum criteria set forth in this directive.
(2) Academic Director refers to the Core Program Director and the Implementation and Research Center Directors.

(3) Academic Council comprises of the Rector, Vice Rectors, Deans, Deputy Dean, Director of the Institute and Director of R&D Resources.

(4) Being an executive/researcher/consultant is referred to as an academic activity jointly planned and supported by Kadir Has University and national/international institutions and included within the University’s financial system. Projects, whose main sponsors are international institutions are evaluated as “international” projects. Projects, whose main sponsors are national institutions are evaluated as “national” projects. Kadir Has University executive participation fulfills the criteria for a being an executive participant in international projects.

(5) Research/R&D Projects are projects in which undergraduate/postgraduate/post- doc basic researcher support is fully financed from non-university sources for at least 6 months.

(6) Referred Scientific Journals are those indexed in SCI-EXP, SSCI, AHCI, SCOPUS as well as in TÜBİTAK-ULAKBİM-TR Dizin national database.
(7) Scientific Article is referred to as full-text studies published in journals of related category. Short Communications, Technical Notes, Conference Papers, Discussions, letters to the editor, along with preliminary announcements about research topics and their results are NOT referred to as a scientific article.

(8) Periodic Performance Assessment is the assessment of the academic staff on the basis of the principles set forth within the Directive Governing Performance Assessment of the Academic Staff as of the defined periods. The above-mentioned periods are 3 years for Assistant Professors and 4 years for Associate Professors and Professors.

(9) Annual Performance Assessment is the assessment of the academic staff on the basis of the principles set forth within the Directive Governing Performance Assessment of the Academic Staff on a yearly basis.

(10) Artistic Practice/Research projects are referred to artistic practice and research activities jointly planned and supported by Kadir Has University and national/international institutions, and included within the University’s financial system. Projects, whose main sponsors are international institutions are evaluated as “international” projects. Projects, whose main sponsors are national institutions are evaluated as “national” projects. Kadir Has University executive participation fulfills the criteria for a being an executive participant in international projects.

SECTION TWO
Employment of Faculty Members

Basic Principles
ARTICLE 5- The basic principles to be considered in the recruitment of academic staff and their employment contracts are as follows:
(1) This Directive sets out the thresholds to be regarded for all academic staff. The decision of the board of directors regarding the conclusion of a new academic staff employment contract is finalized upon the opinion of the Dean based on the recommendations by the Candidate Preliminary Assessment Committee, Academic Council proposals and the approval of the Rector. Decisions regarding the upgrading of the current academic staff within the institution and the renewals/extensions of their employment contracts are finalized with the opinion of the Dean, the proposal of the Academic Council and the approval of the Rector.

(2) Deans and Academic Directors are responsible for the qualifications of the academic staff that will be assigned in their units. The main purpose is to ensure that all academic staff can easily be employed in the leading universities of the world.

(3) Candidates who will be employed for the first time as a faculty member/instructor at Kadir Has University or who apply for an upgrade should have been successful on the grounds of their lectures/seminars.

(4) The Academic staff/Instructors currently employed at Kadir Has University and applying for an upgrade in their academic title are required to submit at least one publication indexed at Kadir Has University in their portfolio and this publication is expected to have been co-published with a student.

Planning for Recruitment
ARTICLE 6- Kadir Has University plans its human resources needs in line with its strategic goals and financial resources. These needs are discussed and negotiated during annual budget planning sessions. The recruitment process begins following the approval of the annual budget plan. However, unforeseen resignations and/or needs approved by the university administration can be taken into account immediately.

Job Postings and Application Process

ARTICLE 7-
(1) The relevant Dean of the Faculty presents to the Rector his/her views on the required academic staff together with the program, major or discipline as well as the academic title of the required faculty member upon taking the opinion of the Faculty Board of Directors. The job posting texts prepared by the faculties/departments for the approved academic staff positions are submitted to the Rector’s Office. Upon the directives of the Rector’s Office, job postings are then published in the Official Gazette and on the website of Kadir Has University by the Human Resources Directorate to disclose a widespread announcement.
(2) Job applications are filed in the Human Resources Directorate. The applicant is required to fill in the online Application Form in order to form the basis of academic assessment.

The Candidate Preliminary Assessment Committee
ARTICLE 8- A Candidate Preliminary Assessment Committee is formed by the Dean of the Faculty concerned for the posted position and specifically for that recruitment. The Candidate Preliminary Assessment Committee is responsible for conducting a preliminary assessment in order to determine the suitability and identify the potential for contributions of a candidate within the framework of the new education model and research ecosystem executed in Kadir Has University, as well as all academic activity within the context of community service. The committee comprises of 6 members (4 in exceptional cases upon the approval of the Dean) consisting of the relevant Faculty Dean (or a Deputy Dean or a person authorized by the Dean), Head of the relevant Department, at least 1 person from the program/major/ discipline subject to the recruitment, at least 1 person from a different program/major/ discipline within the Faculty and 2 members from different Faculties. The members of the Committee are notified to the Rector’s Office. Should the Faculty subject to recruitment offers a single program, it is not compulsory to have members from other programs in the Candidate Preliminary Assessment Committee.

Preliminary Assessment and the Basic Principles
ARTICLE 9- Higher Education Law No: 2547 as well as Regulation Governing the Recruitment and Upgrading the Academic Titles of the Faculty Members shall apply to the recruitment of the academic staff/faculty members/instructors. The candidate to apply for the academic job opening posted in order to be assigned as a faculty member at Kadir Has University should not only meet the requirements stipulated in the provisions of the Higher Education Law No: 2547 as well as “Regulation Governing the Recruitment and Upgrading the Academic Titles of the Faculty Members” but also should meet the terms and conditions set forth in Article 5 of this Directive, namely Basic Principles, the conditions referred to in Article 9 and should comply with the minimum criteria defined in Annex-1, Annex-2, Annex-3 and Annex-4. Candidates who are planned to be recruited within the scope of Directorate of Core Program are required to meet the criteria set forth by the relevant faculties/departments to which their academic major is affiliated.

a) Requirements to be Eligible in order to be Assigned as an Assistant Professor
• Having been granted a PhD title or Proficiency in Arts degree and meeting the minimum Academic Activity Criteria specified by the relevant faculty/major (see Annex-1 for Faculty of Engineering and Natural Sciences, Faculty of Economics, Administrative and Social Sciences and Faculty of Management, Annex-2 for Faculty of Arts and Design (except Theatre Department) and Faculty of Communication, Annex-3 for Theatre Department, and Annex-4 for Faculty of Law.

b) Requirements to be Eligible in order to be Assigned as an Associate Professor
• In accordance with the Higher Education Law No. 2547, the candidate should have achieved a passing score/grade in the Associate Professor exam to be held by Interuniversity Council (UAK) and should have received the certificate of achievement (For the Regulation governing Associate Professor Exams, please see. https://www.uak.gov.tr).
• The candidates from within Kadir Has University should have been assessed as
“Successful” as per the most recent Academic Performance Assessment.
• They should meet the minimum Academic Activity Criteria specified by the relevant faculty/major (see Annex-1 for Faculty of Engineering and Natural Sciences, Faculty of Economics, Administrative and Social Sciences and Faculty of Management, Annex-2 for Faculty of Arts and Design (except Theatre Department) and Faculty of Communication, Annex-3 for Theatre Department, and Annex-4 for Faculty of Law.

c) Requirements to be Eligible in order to be Assigned as a Professor
• Having a minimum of five-year full-time work experience after being entitled with an associate professor title in the related discipline, at least 3 years of which is at that university.
• The candidates from within Kadir Has University should have been assessed as
“Successful” as per the most recent Academic Performance Assessment.
• They should meet the minimum Academic Activity Criteria specified by the relevant faculty/major (see Annex-1 for Faculty of Engineering and Natural Sciences, Faculty of Economics, Administrative and Social Sciences and Faculty of Management, Annex-2 for Faculty of Arts and Design (except Theatre Department) and Faculty of Communication, Annex-3 for Theatre Department, and Annex-4 for Faculty of Law.

Interview and Seminar

ARTICLE 10-
(1) The candidates who meet the basic principles and who are assessed as successful by the Committee in the preliminary assessment are further assessed in terms of their English proficiency in doing research and scientific activity as well as to give lectures in English, hence the Candidate Pre-Assessment Committee interviews the candidate in English and the Candidate is also required to give a short seminar in English which is open to the general participation. The pre-requisite of interviewing the candidate in English and asking the Candidate to give a seminar in English shall only apply to recruitment process of candidates out of the University; shall not apply to candidates from within the University who have applied for an increase in their academic titles.
(2) Throughout the interviews and seminars; the candidates’ academic formation, the quality and quantity of research activities, their capability to put the researches and studies to practice (to establish a relationship between practice and theory), their qualification as an instructor (their ability in teaching, curriculum development and the ability to use educational technologies), their motivation and ability to participate in interdisciplinary projects, ability in verbal expressions and compliance with the university’s vision, mission, basic policies and expectations are evaluated.

(3) The candidate may not be obliged to give a seminar in various situations and upon approval. Examples of such situations include where the candidate is one of the well-known, reputable and recognized scholars in his major, assigned in another institution and does not prefer his/her application to be disclosed widely to the public. The proposal regarding the exemption of the seminar requirement is escalated to the Rector by the relevant Dean and may be accepted upon the approval of the rector.

(4) The Candidate Preliminary Assessment Committee assesses the candidate’s portfolio, references, interviews and the performance of the candidate in the seminar, prepares the Candidate Preliminary Assessment Report specifying their joint and finalized views about the Candidate and sends it to the Rector’s Office.

(5) The proposal regarding the assignment of an Academic Board within the framework of Higher Education Law No: 2547 and Regulation Governing Recruitment and Increasing the Academic Title of Academic Faculty Members is submitted by the Academic Council to the Rector’s Office for a finalized resolution.

Academic Board Assessment and Finalization of the Recruitment Process

ARTICLE 11-
(1) At the end of the period specified for submitting applications, the Human Resources Directorate escalates to the Rector’s Office a technical assessment reviewing the details, quality and quantity of the scientific studies and other academic activities documented by the candidates in their application portfolios in accordance with the relevant articles of this directive and the criteria specified in Annex-1, Annex-2, Annex-3 and Annex-4.

(2) Applications in order to be assigned as an Assistant Professor are forwarded by the Rector’s Office to the relevant faculties or vocational schools for the necessary procedures. The procedures regarding the recruitment of associate professors and professors are executed by the Rector’s Office.

(3) The scientific portfolio of the candidates who have applied for a position as an Assistant Professor are forwarded by the relevant departments; the scientific portfolio of the candidates who have applied for a position as an associate professor and professor are forwarded by the Rector’s Office to the Academic Board comprising of faculty members with a proven academic track record in their majors, appointed in line with the Higher Education Law No: 2547 and the Regulation Governing Recruitment and Increasing the Academic Title of Academic Faculty Members. Academic Board constituted for the assessment of Assistant Professors and Associate Professors should involve at least 1 member working in international institutions, whereas the Academic Board constituted for the assessment of professors should involve at least 2 members working in international institutions. The requirement to assign a member working in international institutions in the Academic Boards does not apply in the recruitment process in the Faculty of Law.

(4) Reports prepared by Academic Board members are finalized by authorized committee and persons specified by the Higher Education Law No: 2547 The authority to sign on behalf of the University in resolutions regarding recruitment, increasing the academic titles, Periodic Performance Assessment and to renew and extend employment contracts within the context of this Directive pertains to the Rector.

Updating the Criteria and Exceptions

ARTICLE 12-.
(1) The criteria within the scope of this directive and all annexes of the directive are reviewed periodically by the Rector’s Office with the suggestion of the Academic Council and are updated when necessary.

(2) In exceptional cases, the finalized resolution shall belong to the Rector.

Employment Contracts

ARTICLE 13-
(1) As a rule; an indefinite-term employment contract is concluded in the recruitment of faculty members.
(2) Throughout the employment contract, all academic staff shall be subject to “Annual Performance Assessment” and “Periodic Performance Assessment” to be held within the context of the provisions of Kadir Has University Directive Governing Performance Assessment of the Academic Staff.
(3) The employment contracts of faculty members and instructors who are assessed with a “limited performance” grade for two consecutive years in the Annual Performance Assessment to be held within the context of the provisions of Kadir Has University Directive Governing Performance Assessment of the Academic Staff may be terminated upon the approval of the Rector.

(4) The employment contracts of faculty members and instructors whose periodical performance is assessed as unsatisfactory at the end of the relevant semester within the context of the provisions of Directive Governing Performance Assessment of the Academic Staff may be terminated upon the approval of the Rector.

(5) Depending on the needs of the university and based on performance results, a fixed- term employment contract may be concluded with an academic staff.

(6) Assistant professors may not be assigned with the same academic title for a period above 7 years; and associate professors may not be assigned with the same academic title for a period above 8 years. The paid / unpaid maternity leaves including the part-time working period within the context of breast-feeding leave which are used by the academic staff during the period of assignment with the same title shall be calculated in the specified periods. The employment contracts of faculty members and instructors who have expired their maximum period to be assigned with the same academic title may be terminated upon the approval of the Rector.

Age Limit in the Recruitment of the Academic Staff
ARTICLE 14- The age limit to be considered within the recruitment process of the academic staff in Kadir Has University is 77 years of age. Academic personnel above this age do not get appointed full-time. A part-time and indefinite-term employment contract is concluded with these academic staff currently assigned in the university and who have reached this age limit. Academic staff whose employment contract is renewed in this way is not assigned with any administrative duties; their schedule is re-organized in accordance with the principles specified in Article 15 of this Directive herein.

Recruitment of Part-Time Faculty Members
ARTICLE 15- The staff working full-time as an associate professor and professor at the university may be allowed to work part-time with a part-time indefinite term employment contract upon his/her request, reasoned approval of the head/dean / director of the relevant department and the approval of the Rector within the framework of the academic needs of the university. The personnel who have such a contract;
(a) Cannot be appointed as a dean, institute and vocational school director, head of any department or deputy positions; cannot participate in the Senate and Executive Boards of University or Faculty.
(b) should be available at the University at least 20 hours a week.
(c) shall be subject to Annual and Periodic Performance Assessments.
(d) cannot benefit from the Individual Research Fund (BAF).

Recruitment of Emeritus Professors
ARTICLE 16- Faculty members who have made exceptional contributions to the university’s development and academic activity on an international scale, who have been appointed at the university as a Professor for at least 10 years and have reached the academic appointment age- limit may be granted the title of “Emeritus Professor” by the Board of Trustees, upon the justified proposal of the related department, the confirmation of the University Senate. Additionally, individuals outside the University who meet similar conditions and whose affiliation with the University shall contribute to its academic prestige on an international scale may also be granted the title of “Emeritus Professor” by the Board of Trustees. The title of Emeritus Professor is valid for 4 years and it is renewed every 4 years depending on academic performance. The faculty members who are entitled to get this academic title shall also be subject to Annual and Periodic Performance Assessments defined under the Directive for Academic Staff Performance Assessment. The Emeritus Professor title of the academic staff who are in the “limited performance” category for two consecutive years in the annual performance assessment can be removed with the approval of the Rector.

SECTION THREE
Employment of Academic Staff Other than Faculty Members

ARTICLE 17- – (Amended: Senate -25/05/2021-2021/07) The recruitment of academic staff other than faculty members/instructors shall be executed in accordance with the “Directive Governing the Procedure and Principles of the Central Exam and the Entrance Exams to be Applied in the Recruitment of Academic Staff other than Faculty Members”.

(a) The candidates applying to be assigned as a Foreign Language Instructor and who are not native in the language of instruction should have scored a minimum score of 90 out of the Foreign Language Proficiency Exam (YDS) or an equivalent score in one of the exams recognized by the Assessment, Selection and Placement Center. The foreign language proficiency certificate should have been obtained within the last five years. The above- mentioned time constraint shall not apply to Foreign Language Proficiency Certificates regarding the applications for positions other than a Foreign Language Instructor. These staff/faculty members applying for a job opening in a faculty with a medium of instruction in Turkish should have obtained the score to be determined by the Senate, provided that it is not less than the score specified in the relevant regulation of the Council of Higher Education ; the Foreign Language Proficiency Exam (YDS) or YÖKDİL or a minimum score of 50 in one of the equivalent exams which is recognized by the Assessment, Selection and Placement Center in Turkish education departments. Candidates applying to be assigned as a research assistant are required to have scored at least 70 points in these exams. Candidates whose major/art branch is lectured in a specific language should have to take a proficiency exam in this language.

(b) Academic Instructors are subject to annual performance assessment.

(c) Candidates of Research Assistant positions are required to be registered in a Post Graduate or PhD Program with Thesis in the relevant institutes of universities, or to have received final acceptance from such a program and should have completed his/her enrollment at the latest by the beginning date of his/her job at the University.

(d) Research Assistants are obliged to submit a student certificate to the Human Resources Directorate every semester, and they may be offered a fixed-term employment contract as long as they certify their status as a post graduate program student. The employment contract of any Research Assistant who are no longer a post graduate program student shall be terminated at the end of the relevant semester.

SECTION FOUR
Miscellaneous and Final Provisions

Enforcement
ARTICLE 18- This Directive takes effect on 01.01.2021 in accordance with University Senate resolution dated 20.05.2020 and issued 2020/06, and repeals the Kadir Has University Directive Governing the Recruitment of the Academic Staff dated 11.07.2018.

Execution
ARTICLE 19- This Directive is executed by the Rector of Kadir Has University.

KADIR HAS UNIVERSITY
DIRECTIVE ON ACADEMIC STAFF PERFORMANCE ASSESSMENT

SECTION ONE
Purpose, Scope, Definitions

Purpose
ARTICLE 1- The aim of these guidelines is to improve the efficiency and the quality of education, training, scientific research, academic and administrative services by reviewing the performance of the academic staff working at Kadir Has University on the basis of objective principles. In this regard, two types of performance review methods are used under the titles of “Annual Performance Review” and “Periodic Performance Review”.

Scope
ARTICLE 2- These guidelines define the procedures and criteria for the annual and semester performance evaluation of the academic staff employed at Kadir Has University. These guidelines do not apply to the academic staff working under the School of Foreign Languages (YDYO) of Kadir Has University. Together with its appendices, these guidelines form a whole.

Definitions
ARTICLE 3- (Amended: Senate Decision-24/04/2024-2024/05)
(1) Academic Council, Consists of the President, Vice Presidents, Deans, Director of the Institute, Principal of the School of Foreign Languages, Head of the Department of Common Courses, and Director of Research and Development Resources.

(2) Faculty Member refers to members of the PhD Faculty Members, Associate Professors, and Professors responsible for the minimum requirements of both teaching and research.
(3) Research Faculty Member refers to faculty members responsible for meeting the minimum requirements for research, and education and training as set forth in Article 7 of these guidelines.

(4) Non-Research Faculty Member refers to faculty members, and lecturers responsible for meeting the minimum requirements for education and training as set forth in Article 7 of these guidelines.

(5) Conducting/Researching/Consulting for Research Projects are academic activities that are projected and supported by Kadir Has University and national and international organizations, and are included in the university’s financial system. Projects primarily sponsored by international organizations are considered “international”, and projects primarily sponsored by national organizations are considered “national”. Kadir Has University fulfills the requirement of project management for the European Union projects.

(6) Research/R&D Projects are projects funded by extramural sources that provide full living support for an undergraduate / graduate student / postdoctoral researcher for at least 6 months.

(7) Peer-reviewed Scientific Journal, SCI-EXP, SSCI, AHCI, SCOPUS, and TÜBİTAK-ULAKBİM-TR Index are scientific peer-reviewed journals indexed in the national database.

(8) Scientific articles are full-text studies published in journals of the appropriate category. Short communication, technical note, conference paper, discussion, editorial/note, and publications that are preliminary announcements of research topics and results are not recognized as scientific articles.

(9) The Directorate of Institutional Research and Appraisal (KADED) is the directorate responsible for monitoring, evaluating and reporting quality and strategic processes, and institutional data within Kadir Has University. Administers the annual performance review process within these guidelines.

(10) Artistic Practice/Research Projects are artistic practice and research activities designed and supported by Kadir Has University and national and international organizations, and included in the University’s financial system. Projects that are primarily sponsored by international organizations are considered “international” and projects that are primarily sponsored by national organizations are considered “national”. In international projects, the leadership of Kadir Has University fulfills the requirement of project leadership.

SECTION TWO
Annual Performance Review

Scope of Annual Performance Review

ARTICLE 4-
(1) (Amended: Senate Decision – 24/04/2024-2024/05) Annual Performance Review covers Professors, Associate Professors, PhD Faculty Members, and Non-Research Faculty Members who have served at the University for at least 1 (one) year and is conducted annually.

(2) Academic staff members on maternity leave or long-term unpaid leave, other than research leave, during the relevant annual performance review period are, in principle, exempt from the annual performance review process. Maternity leave includes paid/unpaid leave taken before and after giving birth and part-time work. Academic staff in this situation will be included in the annual performance review one year after the hire date.

(3) (Amended: Senate Decision – 24/04/2024-2024/05) Faculty members with less than one year of service, and faculty members on maternity leave or on long-term unpaid leave, other than research leave, may participate in the annual performance review only at their individual request and provided that they meet the minimum requirements of Article 7 of these guidelines. He/she is responsible for the academic years that he/she did not take a leave of absence in terms of the minimum requirements in the field of education and training.

(4) (Repealed: Senate Decision – 24/04/2024-2024/05)

(5) The annual performance of Vice Presidents, Deans, and Directors of Schools and Institutes is reviewed by the President in accordance with the academic and administrative goals of their departments and individual academic studies, The President is evaluated by the Board of Trustees. The performance review of Deans during their term of office is conducted within the framework of Kadir Has University Dean and Department Head Administrative Performance Review Guidelines. Academic staff in the specified administrative positions are given a period of one year from the date of termination of the administrative position to complete the academic studies specified in these guidelines as part of the annual performance review, and to meet the minimum requirements.

Annual Performance Review Key Issues

ARTICLE 5-
(Amended: Senate Decision -24/04/2024-2024/05) The performance of the academic staff is reviewed on the basis of three main areas identified as Education-Training, Research- Practice, and Service to the University and Society on a faculty/school basis and is calculated by taking into account the categories specified in the Academic Performance Evaluation Table (Appendix-6) and the scores associated with these categories. The Scorecard is created or modified with the approval of the Academic Council, taking into account the goals of the University’s Strategic Plan and the structure and activities of the faculties and departments. The performance review process for academic staff includes only publications originating from Kadir Has University and educational activities within Kadir Has University.

Annual Performance Review Procedure

ARTICLE 6-
(1) The review of academic staff performance is on a calendar year basis and the stages of the system are
(a) Faculty members subject to review are required to upload their individual performance review forms and related documents to the AKA-DATA system no later than December 15 of each year (Step 1).
(b) The AKA-DATA data is checked in coordination with the Directorate of Institutional Research and Appraisal (KADED) (Step 2).
(c) Revisions made following review are made available for appropriate personnel to review and appeal (Step 3).
(d) With the input of relevant department heads, and deans, the senior manager’s points is entered into the system (Step 4).
(e) (Amended: Senate Decision-24/04/2024-2024/05) The final appraisal is made by the Academic Council and the results are communicated to the staff concerned (Step 5).

(2) (Amended: Senate Decision-24/04/2024-2024/05) Each year, before the beginning of the performance review period, KADED determines and announces the operation of the system and the dates of the various steps.

Annual Performance Review Score Calculation and Minimum Requirements

ARTICLE 7-
(1) (Amended: Senate Decision-24/04/2024-2024/05) Faculty members are scored using the AKA-DATA system based on the raw score tables completed by the faculty member for each criterion in the Basic Subfield Weighting in Performance Evaluation table. Each faculty member’s raw score for each core/subfield is normalized out of 100 at the university level, and the faculty member is assigned a score between 0 and 100 for that core/subfield. The scores generated for each core area are multiplied by the weights specified in the “Base Subfield Weights Used as a Basis for Performance Review” table, and the sum of the columns of these calculated values provides the faculty member’s total weighted score. The review of the base field of Education/Training will be conducted as specified in Appendix-7 Education/Training Performance Review Guidelines.

BASE SUBFIELD WEIGHTS USED AS A BASIS FOR PERFORMANCE REVIEW

FIELD	CRITERA	RAW SCOR E (A)	FIELD/SUB FIELD/ MAX. RAW SCORE (B)	FINAL SCORE (A/B)x100	WEIGHT
FIELD	CRITERA	RAW SCOR E (A)	FIELD/SUB FIELD/ MAX. RAW SCORE (B)	FINAL SCORE (A/B)x100	Faculty Member	Faculty Member (Faculty of Law)	Faculty Member without Research Responsibilities
EDUCATION TRAINING	BASIC EDUCATIONAL ACTIVITIES				30%	30%	60%
EDUCATION TRAINING	INNOVATIVE METHODS IN EDUCATION*				Additional 20 Points *	Additional 20 points *	–
RESEARCH- PRACTICE	PUBLICATIONS, ETC.				20%	20%	Additional 10 Points *
RESEARCH- PRACTICE	PROJECTS				25%	20%	Additional 10 Points *
SERVICE	UNIVERSITY SERVICES				5%	10%	15%
SERVICE	PROFESSIONAL ACTIVITY				5%	5%	15%
SENIOR SUPERVISOR REVIEW					15%	15%	10%
TOTAL SCORE					100%*	100%*	100%*

* Additional points are added to the total score.
(2) (Amended: Senate Decision-24/04/2024-2024/05) In the weighted score ranking obtained in each core area, the maximum score to be used in the core area normalization process (“Field/Subfield Maximum Raw Score”) is established by the Academic Council, taking into account the balance of scores in the relevant performance period. The performance of lecturers is reviewed on the basis of the university-wide weighted overall score generated separately according to their status. The Academic Council specifies the faculty members and lecturers to be excluded from the normalization calculation based on their raw scores according to their status. After the extreme scores are separated, the raw scores of faculty members and lecturers are normalized by the highest score included in the calculation.
(3) (Amended: Senate Decision-24/04/2024-2024/05) In order to be evaluated in the “Satisfactory” or higher category within the applicable performance period, research faculty members are expected to meet all of the following minimum requirements, and non-research faculty members are expected to meet the minimum requirements listed in subparagraph (a).
(a) (Amended: Senate Decision-24/04/2024-2024/05) Depending on the status, teach as many courses as assigned and receive at least 60 out of 100 points in the Education and Training scoring. The details regarding the number of courses to be given and the scoring are presented in the Appendix of the Education and Training Application Principles ( Appendix- 7). 1
(b) (Amended: Senate Decision-14/12/2020-2020/17) In the field of research; “having published at least one indexed scientific article in journals in the Quartile 1 category”2 and “being the coordinator of a research project or having at least one research project under review as a coordinator”3
(4) (Amended: Senate Decision-24/04/2024-2024/05) These are the University-wide minimum requirements. Faculty deans, with the approval of the Academic Council, may update the minimum requirements for their faculties, provided that they do not fall below these minimum requirements.
(5) (Amended: Senate Decision-24/04/2024-2024/05) The final review of academic staff in the category of limited performance due to the research responsibility and the minimum requirement of training and education is made by the Academic Council.
(6) (Amended: Senate Decision-24/04/2024-2024/05) In order to be evaluated at least in the “satisfactory” category, non-research faculty members employed by departments are required to teach a minimum of 4 classes per week (a total of 8 classes per academic year), and get a minimum of 60 out of 100 points in the annual evaluation of the teaching area; there is no minimum requirement in the area of research.

(7) (Amended: Senate Decision-24/04/2024-2024/05) The annual performance of non-research lecturers is reviewed in the fields of teaching and training, service, and supervisor review in the Basic Subfield Weights in Performance Review table via the AKA- DATA. Furthermore, the faculty member’s research/practice activities contribute to the faculty member’s annual performance. For their research activities, faculty members in this situation may receive an additional 10 points for the publication subdomain and an additional 10 points for the project subdomain, for a total of 20 additional points, as indicated in the “Base Subfield Weights Used as a Basis for Performance Review” table.

(8) (Amended: Senate Decision-24/04/2024-2024/05) If a non-research faculty member requests to be included in the research performance review after serving in this status for two years, his/her status may be changed upon the recommendation of the Dean and the approval of the Academic Council. The change in status takes place at the beginning of the calendar year and is included in the research performance review with the calendar year. Course load is reduced, and assumes the responsibilities of a research faculty member.

1 (Amended: Senate Resolution-24/04/2024-2024/05) The expected course load is at least 4 classes per academic year for research academic staff with research obligations and at least 8 courses –4 classes per semester– for non-research academic staff. The minimum requirements in the field of education and training specified in this article shall not apply to academic staff who, with the knowledge and approval of the relevant Dean’s Office and the President’s Office, have taught fewer courses than the course load expected of them according to their title. With the announcement of the calendar for the performance evaluation process, a list of lecturers in this situation is sent to the President’s Office and KADED by the relevant Dean’s Offices.
2 (Amended: Senate Resolution-14/12/2020-2020/17) Scientific articles in journals that are in the Quartile 1 category in SCOPUS or recognized Web of Science indexes (SSCI, SCI-EXP, AHCI) are considered to be indexed scientific articles that meet the Quartile requirement. The Quartile requirement is not necessary for the Law School to meet the minimum requirements in the field of research.
3 (Amended: Senate Resolution-14/12/2020-2020/17) For research projects to be accepted in the evaluation process, the application must be submitted in the role of the principal investigator, all processes in the R&D Resources Directorate must be completed, and a funding organization other than KHAS must be involved in the review process. For the Faculty of Law, for research projects both in force and in the evaluation process, being a researcher in the project is accepted instead of being a project manager. Project consulting does not meet the minimum requirements in the field of research, it is taken into account in the review, valid only for the Faculty of Law.

Annual Performance Review Feedback

ARTICLE 8-
Lecturer data is made available to faculty members for review through the online AKA-DATA system. After the Dean’s meeting with the faculty, each lecturer submits a written appraisal of his or her annual performance and goals for the coming year through the AKA-DATA system. The self-appraisal of the lecturers, and the goals for the coming year are submitted to the Dean for review on a faculty basis. The Dean monitors the compatibility of the goals of the faculty members with the goals of the University.

Annual Performance Review Outputs

ARTICLE 9-
(1) The performance review tranches are used in determination of contract continuance, and annual merit-based salary increases, distribution of incentives and awards, use of the University Research Fund, determination of the Individual Research Fund, academic promotions, course load planning, and academic and administrative assignments.

(2) A “Performance Contribution”, the amount determined annually by the Board of Trustees, is added to the monthly salaries of employees in the “Outstanding” and “Success” categories.

(3) (Amended: Senate Decision-24/04/2024-2024/05) In light of the periodic performance review conducted under the Academic Staff Performance Review Guidelines, contracts of the faculty members and lecturers who are placed in the “limited performance” category for two consecutive years may be terminated by the Academic Council.

SECTION THREE
Periodic Performance Review

Scope of Periodic Performance Review

ARTICLE 10-
(1) (Amended: Senate Decision-24/04/2024-2024/05) Periodic Performance Review includes PhD faculty members have been tenured (with a research appointment) at the University for a minimum of 3 (three) years, and Associate Professors and Professors have been tenured for a minimum of 4 (four) years.

(2) Academic staff members holding the positions of Vice Rector, Dean, Institute Director, School Director and Vocational School Director are not included in the Periodic Performance Review; the appraisal of these members is subject to a direct decision by the Rector. Academic staff members holding the above-mentioned administrative positions are given a period of 3 years for PhD faculty members and 4 years for Associate Professor faculty members and Professors from the date of termination of their administrative duties to fulfill the periodic performance review criteria, and are appraised within the framework of the periodic performance review criteria and periods of their title groups.

(3) For the academic staff members who take maternity leave in the period of the periodic performance review, the total duration of the maternity leave is added to the relevant review period. Maternity leave includes paid/unpaid leave taken before and after childbirth and part-time work.

Periodic Performance Review Procedure

ARTICLE 11-
(1) Periodic performance reviews are conducted every 3 (three) years for PhD faculty members, and every 4 (four) years for Associate Professors and Professors.
(2) Faculty members wishing to apply for a periodic performance review at the end of the performance periods defined in these guidelines must have their application file prepared electronically at least three months before the end of the performance period. The attachments to the application file to be prepared electronically are:
(a) Current, comprehensive CV,
(b) Letter of intent,
(c) Copies of articles and books published since the last review period,
(d) Letters of evaluation from Master’s and PhD students whom they advised regarding the academic advising they were provided.
(e) (Repealed: Senate Decision -24/04/2024-2024/05)
(f) (Amended: Senate Decision-24/04/2024-2024/05) Student Course Review Reports,
(g) (Amended: Senate Decision-24/04/2024-2024/05) Dean’s Opinion

(3) (Amended: Senate Decision-24/04/2024-2024/05) The application file is reviewed by the Dean in accordance with the established criteria (Appendix-1, Appendix-2, Appendix-3, Appendix-4, Appendix-5) and submitted to the Academic Council. The Academic Council takes a final Decision on contract continuance after the reviews.

(4) (Repealed: Senate Decision -24/04/2024-2024/05)

(5) The criteria for periodic performance review are specified in Appendix-1 (Faculty of Engineering and Natural Sciences), Appendix-2 (Faculty of Economics, Management and Social Sciences), Appendix-3 (Faculty of Art and Design and Faculty of Communication), and Appendix-4 (Faculty of Law). Faculty members employed within the Core Program Directorate are responsible for the requirements of the faculty to which their fields are related.

Periodic Performance Review Results

ARTICLE 12-
(1) The results of periodic performance reviews are considered in matters such as contract continuance, salary increases based on periodic performance, distribution of incentives and awards, academic promotions, course loads, and academic and administrative assignments.
(2) (Amended: Senate Decision-24/04/2024-2024/05) The President may terminate the contracts of faculty members whose contracts are deemed inappropriate for continuation, taking into account the minimum criteria for academic periodic performance, as resolved by the Academic Council. Upon approval of the president, the identified candidate(s) are given an additional one year period to remedy the identified deficiencies. At the end of that period, the status of such faculty members is reevaluated. The above-mentioned candidates are reviewed by the President on the basis of the recommendations of the head of the department concerned, and the Dean.

SECTION FOUR
Miscellaneous and Final Provisions

Updating the Criteria and Exceptions

ARTICLE 13-
(1) (Amended: Senate Decision-24/04/2024-2024/05) Within the scope of these guidelines, the criteria used in the annual and periodic performance reviews, as well as all appendices to the guidelines, are reviewed periodically by the Academic Council and updated as deemed necessary.
(2) Appointment/promotion procedures for non-research faculty are conducted in accordance with the criteria set forth in the Academic Staff Employment Guidelines.
(3) (Amended: Senate Decision-24/04/2024-2024/05) The final decision rests with the Academic Council in exceptional cases.

ARTICLE 14- (Amended: Senate Decision-24/04/2024-2024/05)
(1) As part of the periodic performance review, the start date for the 3 or 4 year review periods specified by title is established as January 1, 2021 for all faculty members.
(2) The changes regarding the appraisal of the field of education and training, approved by the University Senate on April 24, 2024, and numbered 2024/05, shall come into effect on January 1, 2025 for research faculty members.

Effectiveness
ARTICLE 15- These guidelines, adopted at the meeting of the University Senate number 2020/06 on 20/05/2020, enter into force on the same date and replace the guidelines adopted at the meeting of the Kadir Has University Senate number 2018/15 on 17/10/2018.

Execution
ARTICLE 16- These guidelines are executed by the President of Kadir Has University.