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1. Context
We are all aware of the overall context. Are there any Faculty/Departmental specific dimensions
to this that need to be noted at the outset?
The HR Departments Key Strategic Aims were developed in support of the Universitys Key Strategic Aim
to be an Employer of Choice. They are as follows:
Resourcing
1 To ensure that the University recruits excellent staff who reflect the diversity of communities the
University serves with appropriate skills to meet changing business requirements on an ongoing
basis.
2 To ensure that the University retains staff by providing a supportive and developmental
infrastructure.
3 To ensure that HR planning and workload processes are developed and implemented to ensure the
appropriate deployment of staff resources across the University.
Diversity
4. To increase the diversity of the University workforce and ensure that staff are treated with respect
and dignity at all times.
Staff Development & Performance
5. To develop and implement a strategic approach to staff development, ensuring that University,
Faculty / Department and individual needs are met and that staff development resources are
deployed efficiently.
6. To develop and implement an appropriate Performance Management Framework to ensure
alignment with University corporate plans and business plans.
Reward & Recognition
7. To develop fair and transparent reward and recognition processes ensuring these are aligned to the
achievement of University objectives and priorities.
Communication & Feedback
8. To ensure that all staff are informed through appropriate and flexible systems of communication.
9. To ensure that there are appropriate systems to allow for feedback from staff and customers on the
HR service and on major HR initiatives.
Resourcing
(Staff recruitment, retention and deployment)
Reward and
Recognition
Communication
and Feedback
Diversity
Staff Development
and Performance
Resources
The 2011-12 Annual Operating Plan has been developed in line with the philosophy of the current
Strategy. The Strategy does however expire in 2012 and through 2011-12 a new vision will be
developed for the HR department and the University in terms of the recruitment, retention and
development of its human resource. The operating aims for 2010-11 have also been developed with
reference to the following:
External environment
Beyond the very obvious external political, economic and financial influences that will impact on the
University through 2011-12, the HR team will need to give specific cognisance to the:
o Governments response to the Hutton review on public sector pensions, the impact on
employment terms and the potential for industrial action on a national scale.
o Governments response to the Hutton review on fair pay and the impact on the sector
o ongoing challenges surrounding sector pay and the sustainability of national pay bargaining.
o impact of legislative developments (e.g. CRB/ISA system, immigration, equality)
Internal environment
o delivering the vision for exceptionality
o responding to, and delivering, the outcomes of the workstream discussions
o supporting the new senior posts within the University (PVCs, Dean of Arts, Registrar, Head of
Student Experience, Head of ICT & Library Services) in the development and delivery of their
longer term plans as they impact on the deployment of human resource
Faculty priorities for 2011-12 (as articulated in AOPs)
Generic:
o Development of academic portfolio
o Staff recruitment activity
o Growth in international recruitment
o Embed Academic Work Planning Model
o Managing change and flexibility of workforce
Specific:
Health & Life Sciences
o Anticipating and responding to the cuts from the Strategic Health Authorities, future demands
for health programmes in the HE sector and changes to educational commissioning
o Faculty staff communication strategy
o Review Faculty workforce in terms of expertise and skills mix.
YSJ Business School
o International student demand and implications for staff
Education & Theology
o Responding to changes in ITE and levels of funding
o Research capabilities
Arts
o Resource alignment in relation to staff, students and facilities, including review of line
management structures
o Development of a more explicitly proactive performance management culture
o Balance the competing demands of staff and workloads
o Faculty communication strategy
o Review programme management and communication issues in relation to BA (Hons) Film & TV
Production
o Management of risk associated with high levels of sickness absence
o Quality of learning and teaching and responsiveness to POLT findings
o Develop and strengthen research, e.g. increased staff PhD registration
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People management
o The need to maintain employee engagement, motivation, satisfaction and levels of morale at a
time of uncertainty and change
Flexibility
Given that at the time of writing the Workstream activity has not yet concluded; we have a number of
new high-level posts within our structures that have not yet determined their individual plans; this will
be the first full year of the new Finance Model; and it is impossible to know the impact of student fees on
recruitment for 2012-13, as a service provider it is vital that the HR and SD teams retain sufficient
flexibility in their planning to respond to demands as they arise.
Health & Safety
Whilst no tasks are specifically referenced in the departments operating aims for 2011-12 due to the low
risk environment, maintaining a safe environment for the team is integral to all activities and appropriate
guidance is followed, e.g. lone working and DSE use, and risk assessment undertaken where necessary.
Equality & Diversity
In performing its function, the department is committed to promoting and celebrating diversity and
adhering to the principles of equality.
2. Headlines from the recent Annual Evaluative Report (or other evaluations for
those departments not completing an AER)
Briefly state the main quality enhancement areas you will be focussing on.
a. Staff Development AER 2009-10
The Human Resources Department as a whole is not required to process an Annual Evaluative Report.
However, the Staff Development team produces an AER in conjunction with the central lead on
academic development (now the Head of Learning & Teaching Development) and on evaluating the
staff development department activities for 2008-9 and reviewing the priorities of the Universitys
Human Resources Strategy, the 2009-10 evaluative process identified a number of actions relating to
enhancement issues which were brought forward for further work in 2010-11. These are
predominantly the responsibility of the Head of Learning & Teaching Development, however with
support from the central team. The actions were as follows:
New format required for Learning & Teaching conference in order to engage more academic
staff. Progress: engaged Teaching Fellows to generate ideas and deliver Conference in a new
format. Talk about Teaching event delivered February 2011 with increased attendance of
academic staff and positive feedback
E-Learning continues as a priority moving forward 1:1 coaching is required to generate bespoke
programme material / content and enable tutors to e-mark and feedback to students. Progress:
Delivered 1:1 coaching and bespoke workshops for individuals and Faculties. Integrated eassessment into SEDA modules. Attendance at Faculty QEC meetings to discuss and resolve
issues in relation to e-submission, marking and feedback. Integrated E-assessment in to Arts and
Business School Away Days
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b.
Continue to work with central lead for academic development to ensure seamless provision of
development activities e.g. related to themes such as assessment and quality enhancement.
Progress: Masterclasses from Visiting Professors delivered and further classes scheduled:
Refreshing the Curriculum, Using Technology to Support Assessment conference and Course
Design as the Planning of Learning.
Once CPD framework is complete make this available to all academic staff. Progress: currently
in consultation. On track but not yet made available to staff
Further development required re academic leadership and what this really means to different
roles within different Faculties. Progress: Draft competencies written. Leading Teaching Teams
workshop scheduled with Leadership Foundation. Work potentially impacted on by the HOP
review.
Further discussion required re the way in which we can evaluate the effectiveness of the learning
provided and how this impacts on the quality of the student experience. Progress: Evaluation of
learning: Masterclass scheduled on the Evaluation of Curriculum Innovation. Pilot delivered with
Theology re the evaluation of learning and teaching practice.
c.
Staff Survey
Whilst the outcomes of the Universitys biennial staff surveys are of concern for us all, given the
focus is to determine levels of employee engagement through assessment of satisfaction with the
working environment, the HR department takes the lead on driving forward initiatives to respond to
feedback. The Action Plan resulting from the 2010 Staff Survey has been developed and agreed with
the focus of attention being placed on four main themes: investment in managers, performance
development, managing change and communications.
The Action Plan can be accessed via the HR pages of the website and steps are being taken by the
HR team in year to start addressing some of the issues. Its main aims are also incorporated in this
Operating Plan.
Resources
d.
e.
3.
What are the major risks associated with the activities that you are planning to do in 2011-12?
Please fill in the table below, identifying the likelihood and impact of each risk area.
Likelihood
[low-med-high]
Impact
[low-med-high]
Risk
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4.
Briefly describe the activities for 2011-12 that are new or different from previous years. Please
signal those activities that will impact on current staff, space & other resource levels so that the
planning and budget setting processes can be joined up. It would be helpful if you could flag the
most important activities to facilitate their inclusion in the 2011 Corporate Planning Statement.
The activities below are additional to the departments regular tasks and activities that include the
delivery of a substantial programme of staff development, the recruitment and contracting of staff and
the management of casework; the volume of which can be very high.
Activity
Main outcome(s)
Resources
Activity
Resourcing, Development and Communication
Develop processes and systems to support, develop, guide and
coach employees and managers through change and help build
morale and resilience within the workforce, including:
a) providing managers with professional advice, guidance and
support to facilitate change initiatives (NB. Given the
context of this Plan, this could require a significant time
commitment by the HR team)
b) delivering management development on managing change
and ambiguity
c) developing guides for managers and employees
d) developing a consistent approach to communicating &
engaging with staff during a change process
e) embedding adherence to new Job Security Framework
f) on-going delivery of stress management workshops and
promotion of the e-learning package on beating stress.
Development
Develop a performance coaching/mentoring framework for the
University, to include the development of:
a) a team of qualified Coaches
b) partnership agreements with external agencies
c) guides to Coaching for managers and employees
Main outcome(s)
Managers appropriately
informed, skilled and equipped
to manage change, and staff
feeling appropriately engaged
and supported during change
(to be measured by 2012 Staff
Survey).
Develop a sense of opportunity
rather than uncertainty in
relation to the bigger challenges
in 2012-13
Resources
Activity
Resourcing
Support the Faculties with the implementation of the Academic
Work Planning Model
Main outcome(s)
Resources
Activity
Communication, Feedback and Service Levels
Ensure a professional and responsive service is provided by:
a) taking actions, where possible, in response to the feedback
from the HR Service questionnaire
b) ensuring appropriate levels of CPD for individuals within the
HR and SD teams.
c) effectively communicating the structure, aims, policies and
procedures of the department through the website and
other mediums.
d) Beginning the process of dialogue around the introduction
of the employee self-service module of the HR management
information system, which will give managers and
employees greater control over their teams and individual
information, and agree an implementation plan
(see also Future Ambitions (4))
Main outcome(s)
Resources
Future Ambitions
This plan has been written with the aim of balancing institutional need against the resources available
within the SD and HR teams to ensure objectives can be delivered. This means that certain tasks whilst
being progressed in year will need to continue into 2012/13 and that certain key aims will need to be put
on hold until 2012/13. The following illustrates how activities will unfold in future years.
Activity
(1) Resourcing and Communications
Move towards a true model of HR Business Partnering to ensure the
best possible support and business solutions for Faculties and the
realisation of key strategic objectives
RESOURCE IMPLICATION: The senior professional arm of the HR
operations team is made up on two staff, a Senior HR Advisor and
the Deputy Director of HR who also has full responsibility for the
operational running of the department. This is insufficient to fully
commit to business partnering. To fully realise the vision for
partnering, the department would need an additional, full-time
Grade 6 HR post; this would then allow one Senior HR Advisor per
two Faculties. Benchmarking suggests that the HR team is underresourced in relation to senior, professional staff and as additional
resource is not available in 2011-12 this objective will not be
achieved in year.
(2) Resourcing
Following the implementation of management competencies in
2011-12, the department will introduce management competencies
into recruitment in 2012-13.
Main outcome(s)
Senior HR Advisors more
actively engaged in the business
of the Faculties with a
heightened presence at FMT
meetings, planning and Faculty
events. SHRAs seen as an
extension to the core FMT and
an integral part of the Faculty
and delivering effective HRM
solutions.
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