HR Strategy

Transcription

1 Strategy Mission North Lindsey College has a staffing structure which can deliver an outstanding teaching and learning experience, and is recognised as the employer of choice. Vision An open, honest and respectful culture where staff can achieve their full potential, and contribute to the delivery of outstanding education in a financially secure college. Strategic Aims 1. Staffing Facilitate staff to achieve appropriate level of qualification and training Monitor and review recruitment process to meet best practice requirements Identify and manage incidents of unacceptable attendanceand performance All staff are qualified and trained to appropriate level A robust recruitment process is in place with all managers trained to participate professionally. College staff absence levels achieve at least benchmark levels 2. Staff Development Identify training and development needs and source programmes to support to meet requirements Devise new and innovative methods to share best practice and fulfil development requirements Full utilisation of succession planning to motivate staff and provide high quality applicants for roles Identification of development needs at the earliest opportunity to improve achievement Development reflects the requirements of the CIF All staff are enabled to fully utilise ICT/ILT in their daily role Maths and English are embedded in the development structure All development fulfils individual need and is targeted to meet the college strategic objectives All external training is cascaded appropriately throughout the college All best practice is shared across areas, and individuals A ready availability of high quality staff to fill arising vacancies All development is sourced to provide best value for money Development activity enhances the relationship between college, employers, external stakeholders, validating bodies and schools Development activity actively supports succession planning Page 1 of 6

2 3. Policies and Procedures Monitor and update all policies and procedures to ensure fit for purpose and fulfil legislative requirements Staff and managers encouraged to participate in the writing and updating of policies Policies in place to meet statutory requirements and promote best practice Policies and procedures support staff to achieve full potential Staff have ownership of policies and are confident of their use and knowledge to comply. 4. Finance All managers developed and empowered to manage staff costs budgets in conjunction with finance. Monitoring of sector and industry salary levels Review payroll provider to assess best value for money Review advertising methodologies to ascertain best return on investment Staff costs are recorded at less than 70% of income and match or better appropriate benchmarks Staff salaries comparable with sector Payroll is efficient and value for money Recruitment advertising produces high quality candidates at best value cost 5. Communication Devise new and innovative methods for two way communication with staff and managers Ascertain requirements for and provide support and advice for all staff and managers participating in review process Promote and embed collaborative working relationship with unions Professional and supportive relationship maintained with internal and external unions Corporate and curriculum reviews maintain fit for purpose staff balance Channels for two way communication maintained and successfully employed Page 2 of 6

3 6. Culture Strengthen effective and consistent performance management Embed performance and development review to link to college strategic objective In consultation with all staff develop an environment of effective communication and promotion of personal improvement. Remove barriers to working and learning at the college and promote diversity. Consult with staff to identify and develop preferred methods to reward and recognise individual or team contribution. Explore opportunities for new and revisit current accreditation opportunities All managers empowered to manage performance appropriately All staff fully understand the strategic direction of the college and their role in achieving the college s success. The college has an embedded culture of continuous staff improvement All staff feel supported and recognised for their contribution to the college s success The staffing cohort is diverse and reflects the makeup of the students and local area. holds all appropriate accreditations on behalf of the college 7. Contracts Review all staff contracts to ascertain requirement for utilisation and introduction of new designed roles to meet changing delivery methodologies. Review all teaching delivery requirements by area and harmonise with contractual obligations All new posts are reviewed to ascertain best value teaching/ other delivery return for investment. All posts are considered for flexible recruitment/appointment in the first instance. Investigate and consider collaborative working with other education providers, to achieve maximum utilisation of staff Staff contracted ratios achieve 75% FT/25% PT Staff utilisation is maintained at 95% or better All posts deliver best value for quality employment and productivity. The college has a flexible staffing cohort to meet changing requirements. Staff roles are secure and fully utilised through collaborative delivery. Page 3 of 6

4 8. Student Centred All activity will be focussed on delivering an outstanding student experience activity will support all staff to recognise their value to the college and develop high aspirations and expectations. The college has an outstanding reputation for teaching, learning and assessment All curriculum areas are assessed as being good or better All support areas are assessed as good or better to collaborate with the curriculum in achieving outstanding teaching and learning. Page 4 of 6

5 QUALITY IMPROVEMENT / DEVELOPMENT PLAN FOR: Strategy Identified development/area for improvement: 1. Recruitment Practices & Processes Monitoring: A Well ahead of performance target; B Achieved performance target; C Significant progress towards target; D Too early to assess; E Needs significant further action; F Potential difficulties identified, currently not achieved; G Target no longer relates to plans. Detailed Action Required Person Responsibl e Target Date Target Outcome or Performance Indicator to Evidence Achievement Reporting Arrangement s (who/when?) Monitoring Scale No & Date Completed Risk Register Ref No Strategic Plan Objective No 1. Review Staffing structure by individual areas Staffing structure fit for purpose to deliver growth Reduction in staff costs to an acceptable level of income meetings Strategy group D 01/14 025; ;4.5;4.6; Challenge and manage underperforming staff Consistent performance. Staff achieving challenging targets. Students success rates improved C 01/14 015; 025; ;3.5; ; All job roles reviewed for job descriptions and person specs Personnel Team Jul 14 All posts meet requirements of strategic plan Permanent /temp/part and full time better proportioned for operational efficiency meetings E 01/14 030; 031; ;2.9;3.5; 4.8; Train and develop managers to ensure required knowledge and understanding HOQI Culture of high aspiration and continuous improvement. Inspirational environment for teaching and learning. College reputation for teaching, learning and assessment outstanding Curric DMT C 01/14 014; 015; ; 026; ; 032; ;2.7;3.5; 4.4; ; ; 035; Page 5 of 6

6 5 Robust recruitment and selection 6 Salaries are monitored and comparable with sector and vocational specialisms 7 Succession planning 8 Robust development plan for whole college in place HOQI All new posts support staffing costs requirements, and quality of provision to correct level Staff retention and recruitment supported by appropriate salaries which meet needs of situation C 01/14 C 01/14 Reliable source of future staff and managers E 01/14 All staff able to access development to match their individual requirements in line with the strategic plan. Culture of high aspiration and achievement E 03/14 C 01/14 015;025; 026; ; 3.5; ; 026; ;4.4; 031; ; , 015; ; 033; ;2.7;2.9; ; 5.1; 5.2; 5,3 Progress Comments: 1 Staff costs reduced, following careful monitoring of contract requests. Some areas reviewing structure 2 Performance management team in place regularly review and triangulate performance issues and poor lesson observations. Action in progress for identified staff. All trained in Capability and absence management. 3 All new posts reviewed and monitored for legal requirements and meet budgets and requirements of strategic plan. Perm/ Temp proportion currently permanent / temporary. Training to be delivered around the use of flexibility in contracts to all staff. 4 All managers attend. Identified areas of CPD requirement delivered monthly, absence, capability, recruitment. Managers developed on individual basis and mentored. 5 All recruitment carefully monitored. Costs benchmarked against sector and industry. Qualifications reflect strategic requirements or training implemented. 6 All salaries monitored and updated on regular basis. 7 performance reviews identified further action required around succession planning 8 CPD arranged to meet requirements identified in PDR, induction, Meetings held to plan CPD this year and next by term for core activity Page 6 of 6