The University Overhauls Its Promotion System for Support Staff, Moving from Document-Based Assessments to Evaluating Tangible, High-Impact Work Contributions.
“Skilled at my job, but not at writing” and “working too hard to have time for paperwork” are long-standing pain points for support staff at Khon Kaen University. Many have spent months, or even years, compiling thick operational manuals, despite their actual work already being implemented and creating value for their departments. Responding to this, Khon Kaen University has recognised that the time has come to shift the system from measuring the ability to write to measuring the ability to innovate and add value.
To resolve this issue, which has long drained the energy of dedicated staff, the university has announced a new policy under its KKU Transformation strategy for the years 2026–2029. This initiative aligns with the human resources management goal of becoming a “High-Performing University.”
Associate Professor Pattarawit Polpinit, Ph.D., Vice President for Human Resources, revealed that this reform represents a change in the entire mindset of the career advancement system. The objective is to create a system that is efficient, fair, and concretely promotes innovation within the workplace. This transformation is structured around three key principles:
1. Holistic Job Evaluation The university will shift from evaluating individual positions separately to conducting a holistic assessment of entire faculties or units every four years. This will enable faculties to align their workforce planning and expertise development with their strategic goals. Assoc. Prof. Polpinit explained this new approach:
“The job evaluation process will now take a holistic view, determining the expertise required for each role to support the missions of the faculty, the university, and the unit. This allows us to map out the required levels of expertise for a four-year cycle. Faculties can also conduct their own reviews if needed. This will make the career advancement system fairer and more future-ready.”
2. Shifting from Documentation to Tangible Work Work submitted for career advancement will now be assessed based on its tangible and valuable improvements to operations. This replaces the system that rewarded the volume of documentation with one that recognises actual, functioning work outputs. The Vice President for Human Resources emphasised:
“Previously, our evaluations were based solely on documents. Under the new model, we are no longer focused on paperwork but on the actual work itself. If a staff member has successfully completed a project that has been implemented and brought success to their faculty, they will not need to write a lengthy report or manual. They can simply complete a form we have designed, similar to a one- or two-page executive summary, to describe their achievement. Our goal is to streamline the process and reduce the burden of documentation.”
3. On-Site Evaluation by the Committee To ensure fairness for staff members, a committee of distinguished experts will conduct on-site interviews and observe the work in person to verify that the submitted project is a genuine and practical innovation. Assoc. Prof. Pattarawit Polpinit further elaborated:
“During the assessment, the evaluation committee will visit the workplace to see the work and conduct interviews to understand the achievement and how it was accomplished. They will verify that the innovation is truly functional. With this new method, staff will not need to prepare extensive documents. Instead, the nature of the submission will change to preparing a demonstration of their real-world work for the committee. This will promote fairness and provide a more accurate picture of success than merely reviewing a report.”
Furthermore, the university has established clear transitional provisions to prepare for the new system. Staff whose job value has already been approved may submit under the old system within one year. Those whose job value evaluation is still in progress can choose to use the old system, with their eligibility period starting from the date their job value was approved by the Human Resources Management Committee. This gives staff ample time to prepare. Assoc. Prof. Polpinit added that the university will soon publish a manual and examples of successful work on its website to ensure a shared understanding.
“This new criterion is not designed to add burdens, but to give time back to everyone. The university’s intention is to reduce complicated procedures and focus on measuring genuine success. Therefore, I urge everyone to stop worrying that the process will be complex or require extensive writing. Please focus on performing your duties to the best of your ability and achieving results. When you succeed, that success itself will be your pathway to a higher position. The university wants to see all of you advance in your careers, because as our people become more skilled and happier, Khon Kaen University will progress together with them,” concluded Assoc. Prof. Pattarawit Polpinit.
For in-depth information about this adjustment, please follow: Facebook Page: HR KKU Website: Division of Human Resources, Khon Kaen University Direct Enquiries: Via email or the telephone number provided on the division’s website.
