‘Members of ETH enjoy a great deal of creative freedom’

Piero Cereghetti, you have spent 15 years working for ETH Zurich. The university has developed substantially during that time. What do you think were the greatest milestones during this development?
I was extremely fortunate to join ETH Zurich precisely at the time when it was becoming independent. The process began with the establishment of our own salary administration system: previously salaries had been managed in Bern. The revision of the Federal Personnel Act and the formulation and implementation of the Personnel Ordinance and salary system for the ETH domain were key developments during this period. We also gradually transformed the old Federal Insurance Fund (FIF) into the well-financed Publica pension fund. Other important milestones include the introduction of child care and the new service logistics concept. The last major project I was involved in was the revision of the terms of employment for doctoral students, which has recently been approved by the Executive Board.

What is it that makes ETH Zurich an attractive place to work?
Being part of ETH is something to be proud of. It is one of the last great Swiss brands. Members of ETH usually also enjoy a great deal of creative freedom, although that requires a high level of individual responsibility and the motivation to tackle issues and improve them. The downside of this freedom is that you can also feel quite isolated if you come up against resistance.

Could the way in which work is organised at ETH be transferred to other institutions too?
I think ETH sets an excellent and very successful example in this regard. I believe it could work in private enterprises too, although that would rely on the top management being sufficiently broad-minded. The culture of control which is becoming more and more prevalent in business and administration absorbs a lot of energy.

Has ETH Zurich become a more attractive place to work since you started working here in 1999?
Yes, I’m sure it has. Although we have lost much of the security we used to have, that is also the case across the entire economy. As an employer, ETH Zurich has liberated itself from the Swiss Confederation. Administrative staff are no longer burdened with the image of officialdom – they have become more marketable. I see this as a crucial change.

What would you like to see at ETH in the future in terms of personnel management?
I would like to see an even greater focus on issues relating to personnel policy at ETH. After all, in modern companies personnel strategy is absolutely key and offers great potential. The experience and expertise of the Human Resources department could prove extremely useful in this regard and should be drawn on even more.

You will be starting your new job in December. What will you miss about ETH?
The team at Turnerstrasse 1 is what I will miss the most. But I will also miss ETH as an organisation and as a place which produces students and scientists of the highest calibre. I also appreciate the high degree of creative freedom I have enjoyed here, in an environment which allows people to develop their own solutions and implement them.

You will be succeeded on an interim basis by Cuno Künzler. Is there anything you would like to say to him?
Anyone who works in the Human Resources department at ETH will have the pleasure of working in an excellent organisation with a highly motivated and dedicated team. As a long-standing colleague, Cuno knows the team and ETH very well. I wish him all the best and lots of luck.