HR Enabling Strategy

Transcription

1 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x 3195, university.secretary@port.ac.uk HR Enabling Strategy Approved by the Board of Governors 27 March 2013 Our vision for the development and engagement of excellent staff The speed of change will increase along with the expectations of our stakeholders. We will build and develop new capabilities in our staff so that we are not just better at what we do now but agile and ready for new opportunities and different ways of engaging with and delivering learning and teaching, research and business services. We will support our staff to deliver excellence in all we do. We are a learning institution, facilitating the learning of staff as well as students and continuously improving the way we work so that our staff can excel at being flexible, adaptive and productive. Our aim is continuous improvement in the way staff are recruited, managed, supported and developed, to support the University s strategic objectives, embedding best and innovative practice, supporting a high performance culture, complying with legislation and providing a safe, healthy and inclusive workplace. 1. Aim 1 Promoting excellent performance To promote a culture in which staff are recognised and supported for achieving excellent performance, with managers equipped to deal effectively, constructively and consistently with under performance. 1.1 Introducing an integrated framework for performance management that recognises excellent performance, sets benchmarks and indicators of performance and facilitates action to deal with under-performance. 1.2 Scoping and implementing frameworks for initial and continuing development to support the career development of staff through recognised pathways. 1.3 Aligning the PDR process to strategic priorities with all staff expected to make a measurable and positive contribution. 2. Aim 2 Investing in staff development To provide staff and leadership development, aligned to the University s Strategy, which enables staff to be effective in their roles whilst recognising their development ambitions and career aspirations.

2 Our leaders and managers will need new skills and behaviours to manage new kinds of relationships with our partners and stakeholders and foster a culture of innovation and continuous improvement. We will do this by: 2.1 Enhancing development opportunities for managers at all levels. 2.2 Introducing a set of leadership values, attributes and expectations to support a more consistent approach to recruitment, promotion and development. 2.3 Providing constructive feedback to leaders and managers as part of a leadership development programme. 2.4 Developing an inclusive culture that values all staff, ensuring equality of opportunity in recruitment, selection, promotion and development, with leaders who can be role models for inclusive behaviour 2.5 Supporting and developing staff to deliver the aims of the Education, Research and Knowledge Services strategies. 2.6 Providing appropriate training and development to assist staff to provide the best service to all their stakeholders. 3. Aim 3 Best practice in talent management To recruit and retain a diverse and talented workforce, committed to the University s values and with the capabilities to deliver excellence in teaching, research and knowledge services and to provide high quality professional services. 3.1 Reviewing the way we recruit and select staff, taking account of best practice, internally and externally and disseminate this consistently throughout the University. 3.2 Updating recruitment mechanisms to ensure that the most effective evidence-based approaches to recruitment and selection are adopted. 3.3 Updating induction at all levels in the University to ensure a valuable and consistent experience for all staff undertaking new roles within the University. 3.4 Implementing a coaching culture in the University so that any member of staff may request and be assigned an appropriate coach or mentor to develop their capabilities to contribute to the University strategy. 3.5 Maintaining high levels of staff retention through constructive development and engagement, with staff mentored and supported in their career development. 3.6 Implementing the University of Portsmouth Equality Objectives. 4. Aim 4 Working practices fit for the future To support staffing and contractual arrangements which are fit for the future, harmonised across staff groups and provide the necessary flexibility and affordability to meet the changing needs and expectations of students and the business needs of the University. 4.1 Reviewing and clarifying contractual and working arrangements for staff to ensure that they continue to meet the needs of the University, comply with legislative requirements, and have common terms and conditions, ensuring that staff will work flexibly to meet the changing needs of the University. 4.2 Supporting Heads in implementing fit for purpose and fair workload allocation methodologies across the University. 4.3 Reviewing and developing reward policy and mechanisms to ensure fairness and equity and to support the recognition of exceptional performance.

3 5. Aim 5 Supporting change and team development To facilitate organisational change and development by providing specialist support to leaders and teams engaged in change and restructuring in order to meet our strategic goals. Succession planning and organisational development in areas critical to the delivery of the University strategy will be increasingly important. 5.1 Developing an over-arching change management programme, to build leadership skills in this area. 5.2 Improving the impact of communication of change to leaders and teams. 5.3 Facilitating team-building and change programmes for management and leadership teams. 5.4 Introducing workforce planning to allow leaders and teams to undertake succession planning, identify and provide opportunities for future leaders and ensure that the impact of staff turnover does not adversely affect delivery. 6. Aim 6 Safe, healthy and inclusive working environment To maintain high levels of staff engagement by ensuring a working environment that is safe, healthy, and inclusive and in which all staff are treated with dignity and respect. 6.1 Maintaining the Health & Safety audit and compliance process and monitoring its effectiveness and coverage. 6.2 Continuing to develop and coordinate our health promotion and employee well-being activity. 6.3 Improving the management of sickness absence. 6.4 Developing a work environment where staff feel empowered and able to report bullying and harassment. 6.5 Supporting the continued development of staff networks in relation to equality and diversity. 6.6 Developing and implementing a well-being strategy. 7. Aim 7 Efficient and accessible HR services To provide efficient, effective and timely transactional services, which are accessible online to staff and legally compliant and enable the University to maintain its competitive edge It is essential that core HR services operate effectively and efficiently. 7.1 Developing further the capability of the HR System, self-service and the online recruitment system to improve effectiveness and efficiency of transactional processes. 7.2 Monitoring client satisfaction with clearly defined service standards to ensure continuous improvement. 7.3 Improving management information and data quality for internal and external purposes and reporting capability for managers. 8. Investment & support To deliver this strategy successfully, the University will invest in leadership and staff development (against a prioritisation of development needs), appropriate capacity for the HR service centre and HR system enhancement with reporting functionality. Risks Risk 1 Additional compliance responsibilities in all areas of HR, including UKBA, new legislation, Real Time Information for HMRC and Pension auto-enrolment 2 Organisational Change not handled well, leading to grievances and disputes. Mitigation Sufficient well trained staff in the HR department to quality assure processes and data held. Training and support for Heads and leadership teams.

4 3 Lack of appropriate report writing tool hampering provision of strategic management information from HR system. An investigation of report writing tools is under way. 9. Key Performance Indicators Aim 1 Promoting excellent performance New guidance on sources of evidence and performance benchmarks available for use in PDRs by 2013/14 Established criteria for teaching awards and pathways to Reader and Professor Increased participation in APEX (Academic Professional Excellence) programme by existing staff and experienced new staff (any targets to be discussed and confirmed once Faculty Strategies are available) Feedback from senior managers and results from Staff Survey on the extent to which PDRs support strategic priorities Scoping the opportunity for career development pathways for staff in professional services Aim 2 Investing in staff development Provision of an annual development programme for heads of department Meeting targets to improve women s representation and career progression in science, engineering and technology through Athena Swan University achieves HR Excellence in Research award in 2013 in compliance with the research Concordat Annual Equal Pay Audits conducted and improved equality data from Staff Survey Delivery of a Customer Excellence programme Aim 3 Best practice in talent management Targets will have been developed and achieved within the context of the HE sector, utilising the UHR People Management Framework Key diversity KPIs identified in the Equality Objectives Aim 4 Working practices fit for the future Effective use by Heads of guidance on application of academic contract and workload allocation by 2013/14. Consistent use of contracts that are fit for purpose and meet business needs Aim 5 Supporting change and team development Improved staff survey results on communication and management of change Successful implementation of business cases for restructuring in the context of more explicit Staffing strategies in faculties and departments Aim 6 Safe, healthy and inclusive working environment

5 Proactive measures of performance, which monitor compliance with legislation and University policies (including number of people who have attended Health and Safety training, the results of workplace inspections and the extent of compliance with legislation). Reactive measures of performance to monitor accidents (including near misses), ill health and reports from Regulatory Authorities. Base-line targets will be established for sickness absence in accordance with Managing Sickness Absence policy. Staff survey results on health, safety and well-being. Meet sector average on the effectiveness of wellbeing and engagement interventions in the University. Aim 7 Efficient and accessible HR services Improved client satisfaction rates and achievement of agreed service standards Continued compliance with HESA requirements on data quality for annual return. Regular successful reviews and audits of HR processes across the institution 10. Contribution of this Enabling Strategy to the ambitions of the University Strategy Enabling Strategy aims Outstanding teaching and support Recognising excellent performance Engagement in research of international quality Excellence in Knowledge Services A university of choice Local impact with global reach Excellence in all we do S S S M M S Investing in staff development Best practice in talent management Working practices fit for the future Supporting change and team development Safe, healthy and inclusive working environment Efficient and accessible HR services S S S S M S S S S S M S S M M M S M M M M M S S S S M S S S S S Key: S = Strong contributor to University Strategy M = Moderate contributor to University Strategy References The University of Portsmouth Strategy was approved by the Board of Governors at its meeting on 20 June 2012 (Minute 80.1 refers). The full Strategy can be found on the webpages at The overarching Strategy is supported by three underpinning strategies, of which Education is one. Links to the three underpinning strategies are given below:

6 Knowledge Services Strategy is at Education Strategy is at Research Strategy is at The HR Enabling Strategy was approved by the Board of Governors on 27 March 2013 (Minute 61.2 (v) refers) and can always be found at