Edge Hill University People Strategy 2013-2018 In Scientia Opportunitas
Edge Hill University People Strategy 2013-2018 Contents 1. Executive Summary Page 3 2. Context Page 4 3. Strategic Priorities Page 4 4. Achieving High Level Performance Page 5 4.1 Culture and Values 4.2 Leadership and Management 4.3 Staff 4.4 Skills 4.5 Structures, Roles and Responsibilities 4.6 Strategic and Operational Planning 4.7 Systems and Information 5. Priorities for Human Resource Management Page 6 5.1 Performance Management 5.2 Staff Recruitment 5.3 Resource Management 5.4 Recognition 5.5 Wellbeing, Engagement and Equity 5.6 Staff Development 6. Action Plan Page 9 7. Monitoring and Review Page 9 2
1. Executive Summary The aim of this strategy is to describe the approach the University will take to the leadership, management and development of staff over the next five years. The aim will be To create a working environment in which all staff can deliver outstanding performance and that the knowledge, expertise, skills, innovation and creativity of staff are effectively directed to achieve long term sustainability and success for the University. The Strategic Plan 2013-2020 Within the Strategic Plan, the Vision states that Edge Hill University will: 1. Harness the creativity, knowledge and commitment of its staff to promote its values and enhance its activities. 2. Provide an outstanding student experience, underpinned by high quality learning and teaching, and further develop its strong sense of community. 3. Build its research capacity and, in particular, establish research centres in the areas of public policy and the creative industries in addition to a postgraduate medical institute. 4. Strengthen its links to business and the region, and enhance student employability. 5. Establish both national and international partnerships, which will enrich University life, deepen our understanding of the world, and benefit the region and, more broadly, the UK economy. 6. Continue its investment in the campus and facilities to create an outstanding environment for these activities. This People Strategy will seek to underpin this Vision. The University recognises that success in a highly competitive environment can only be achieved with the full engagement and commitment of the staff who work here and that there is a direct correlation between the experience of staff in the work place and how they in turn engage with students and other stakeholders. The leaders and managers of the University will seek to create an outstanding working environment which enables staff to perform to the highest standard and ultimately support the long term sustainability and success of the University. 3
2. Context The University is operating in a sector which continues to experience uncertainty and rapid change. It is expected that the competition for student numbers will continue to be fierce and student expectations will continue to grow in a way that is hard to anticipate at the time of writing and which is fuelled by an increased number of private providers in the sector. The economy, government policy and demographics will impact on the sector and the University during the time frame of this strategy. The University will need to be prepared for these challenges and adopt an approach that is sufficiently flexible and resilient to survive and thrive. Through this strategy and our approach to human resource management we will seek to engage, develop and motivate staff to unleash talent and innovation and so enable Edge Hill to compete successfully in this challenging environment. 3. Strategic Priorities This University will seek to achieve long term sustainability and success through effective leadership and management of its staff. The strategic priorities relating to staff are: To continue to enhance knowledge and expertise to aid the delivery of innovative and high quality Learning and Teaching, including e-learning. To significantly enhance Research capacity and outputs and provide opportunities for collaboration, the dissemination of knowledge, the development of research skills, and to provide structured support for new Researchers. To enhance the business skills of staff which will enable the commercial development and knowledge transfer required in an entrepreneurial University. To ensure that high level professional standards are in place to deliver services that are high quality, flexible, add value and are fit for purpose. To ensure that leaders have the necessary qualities, emotional intelligence and skills to lead staff through change, clearly articulate a vision, describe the direction of travel and engage staff in the journey. To ensure Managers at all levels are able to effectively recruit, deploy, develop and motivate staff to deliver their best possible performance. To ensure that all staff have the necessary resources, knowledge, expertise development and personal qualities to enable them to perform their role to the highest possible standard. To effectively recognise the contribution of staff to the success of the University. To reap the positive business benefits of a strategic approach to well-being so enhancing staff motivation, engagement and discretionary effort. To prioritise effective two way communication so that all staff are clear about what is expected of them, understand how their contribution is important, feel valued and receive positive, constructive feedback on performance. 4
4. Achieving High Level Performance Research has shown that in order for an organisation to deliver and sustain high levels of performance there are seven key elements which need to be in place and which must operate effectively across the organisation. The McKinsey Seven S is a robust and well tested organisational development model which the University is seeking to adopt to aid high level performance in all teams. Key Elements 4.1 Culture and Values The culture and values of the University will have a direct impact on students and staff. The University will seek to sustain a positive culture where staff feel engaged, recognised, valued, encouraged and where they experience fairness and equity and feel their views count. The culture, attitude and behaviours will be what differentiates the University from its competitors and a positive, inclusive culture will enable competitive advantage. 4.2 Leadership and Management The University will continue to see effective leadership as a priority. The remit of University leaders will be to create a vision, describe the direction of travel and ensure all staff understand how their role contributes, and place staff engagement and involvement at the heart of any change process. Effective management is essential for the University to compete effectively in a challenging environment and to ensure a complex institution is effectively organised to guarantee high quality delivery. 4.3 Staff The delivery of excellent or outstanding performance is reliant not just on knowledge and expertise but also on mind set and behaviour. Staff who are positive and motivated will deliver high levels of performance. The University will support staff in developing their knowledge and skills and will provide a working environment where they can fully engage and feel motivated. 4.4 Skills Due to the success achieved to date, the University has been fortunate in being able to grow staffing numbers through the introduction of many new roles. This has provided opportunities for new skills and expertise to be employed. It is unlikely that such growth will continue so in a rapidly changing environment there will be a need to develop new knowledge and skills within the existing workforce. Increasing engagement with e-learning, social media, web based systems, portable media etc, together with the need to successfully compete, means that the development of staff will continue to be a priority for the University. 5
4.5 Structures, Roles and Responsibilities To develop roles and structures the University will continue to take a planned approach which is evolutionary rather than revolutionary and which is based on a full understanding of the external context and organisational priorities. In any change process the involvement and engagement of staff will always be a priority. 4.6 Strategic and Operational Planning The University is clear on the strategic objectives that it is seeking to achieve. These objectives are turned into operational plans by the Faculties and Services which in turn informs individual performance objectives for staff. Monitoring and review takes place and reports on progress are provided. The leaders and managers of the University will continue to engage in effective planning which provides a clear link between strategic goals and individual effort. 4.7 Systems and Information The University will seek to implement and operate business systems, policies and procedures which are user friendly and aid high quality delivery in all teams. Gathering and utilising business intelligence effectively to inform business decisions, aid planning and improve University performance will continue to be important. 5. Priorities for Human Resource Management Based on feedback from managers across the University the following have been identified as the main priorities in developing our approach to Human Resource Management. 5.1 Performance Management Teams across the University are seeking to raise the bar in performance. There is a focus on creating an environment where outstanding performance is the norm and a constructive approach is taken when addressing poor or under performance. Aspects of HRM which support effective Performance Management Leadership and Management Competencies Framework A framework of competencies and behaviours which will link to recruitment, development and performance review for leadership and management roles. Leadership and Management Development Programmes Structured programmes of development based on the leadership and management behaviours and competencies to enable high levels of performance. Professional Competencies Framework A structured programme of development based on the professional behaviours and competencies. Professional Development Programme A framework of behaviours and competencies which link to the recruitment development and performance review for professional roles. Performance Review Process Annual assessment of performance in role and identified development support. Probation Process Assessment of performance in role during first 12 months. 6
Capability and Disciplinary policies University policies. Staff Communications Strategy Strategic approach to communication to ensure all staff understand the vision and direction, feel engaged and know what is expected in their role. 5.2 Staff Recruitment To ensure the appointment of the best possible candidate available, the University will be rigorous in its approach to recruitment. Selection methods will evaluate all essential criteria to ensure the appointee has the necessary personal qualities and skills to undertake all aspects of the role and the capacity to develop further. Structured support will be provided to new appointees to aid effective induction and enable successful completion of probation. Aspects of HRM which support effective staff recruitment Employer Brand Ensuring the benefits of employment at Edge Hill are clearly articulated and the University as a place to work and study are reflected positively through the effective use of recruitment advertising and the recruitment experience. Full Service Recruitment A professional and well managed approach to the selection process which enables panel members and candidates to have a positive experience. E-recruitment Utilising on line technology effectively to enhance the experience for candidates, reduce the bureaucracy for panels and streamline business processes. Recruitment & Selection Policy Describes how the University will deliver a highly effective Recruitment & Selection process. Selection Testing Utilised consistently to ensure the best possible candidate is appointed. Assessment Centre Utilised for senior or business critical appointments to test all aspect of the role. Training in Recruitment & Selection To ensure panel members have up to date knowledge and skills in recruitment and selection techniques. 5.3 Resource Management The effective deployment of the staffing resource will continue to be a priority. Roles and responsibilities will be formed to deliver operational and strategic goals, and expectations and standards will be clearly articulated within job descriptions and via performance review. Aspects of HRM which support effective resource management Management Information The provision of a range of timely and accurate staff information to support effective business planning, succession planning and decision making. Resourcelink and Managers My View Desktop access to real time staff data and information. Key Performance Indicators (KPIs) related to staffing To benchmark the progress of staff related strategies and operational plans. Organisation Development Models For use in planning, development of structures and in workforce and succession planning. 7
5.4 Recognition Staff who receive regular positive feedback about their performance feel highly motivated and engaged, this is turn improves their performance and a virtuous circle is created. Staff also welcome constructive feedback which enables development or improvement. In research undertaken across the sector it is evident that feeling valued and feeling that their contribution is recognised, are important motivating factors for staff. Aspects of HRM which support effective staff recognition Equal Pay Audit To ensure equal pay for work of equal value. Progression Policy To provide opportunity to recognise roles that have grown and developed to meet business needs. Development in Effective Communication To provide positive constructive feedback. Use of SMART Objectives So that achievements can be recognised. Career Pathways To describe natural routes for career development. Development Opportunities To enable succession planning and career development. National Pay Bargaining To retain comparable terms and conditions of employment. 5.5 Wellbeing, Engagement and Equity Wellbeing will mean different things to different people. For some it is about having clear direction and being involved, for others it is having support from Occupational Health when they are ill. Sometimes it is about achieving a work life balance by having convenient access to facilities on site. For some it means that they feel their contribution is valued and that they are making a difference. Being treated with fairness and dignity at work is important to everyone. The University will continue to develop its approach to wellbeing based on the feedback received from staff via the annual Staff Survey, Staff Partnership Group, Staff Wellbeing Group and emerging best practice. Aspects of HRM which support effective staff wellbeing Wellbeing Strategy A clear plan to achieve business benefits for the University and its staff. Investor in People Assessment - To benchmark best practice. Annual Staff Survey To obtain feedback and input from staff on the development of wellbeing. Occupational Health Service User Survey To obtain feedback from service users. Diversity and Cultural Awareness To support a diverse workplace. Wellbeing Programme To support staff in achieving a work life balance and address the most common reasons for ill health. 5.6 Staff Development The opportunity to develop skills, knowledge and expertise is a highly motivating factor in the employee experience and enables the University to remain viable in a competitive market. 8
The University will continue to positively support the development of staff to equip them to meet future challenges. Leaders are proactive in developing Faculties and Services to ensure that they remain fit for future purpose and able to meet strategic goals. Managers identify the development needs of teams and individuals, utilising a range of methods including coaching and mentoring to enable staff to fully utilise their talents. Staff are supported in developing their skills, sharing their knowledge and collaborating to improve provision to students and University performance. Aspects of HRM which support effective staff development Learning and Development Strategy To align development with business needs. Corporate Programme To include Leadership, Management and Professional Development. Talent management and succession planning. Investor in People Assessment To benchmark best practice. Coaching, mentoring. Performance Review To provide positive constructive feedback, recognise success and identify development needs. Facilitator Standards and Training Evaluation To guarantee the quality of development and assess effectiveness. Faculty/Service Development budgets To facilitate role/team specific development. 6. Action Plan To ensure the delivery of this People Strategy an Action Plan will be drawn up each year, tabled at the relevant committees and published on the HR web pages. 7. Monitoring and Review The People Strategy and Action Plan will be reviewed annually by the Staff Partnership Group, Directorate and Board of Governors. Each year an Annual Report will provide an update on progress including the relevant KPIs. 9