HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY On Behalf of Rob Allan Director of Human Resources August...

HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY

On Behalf of Rob AllanDirector of Human Resources

August 2014

Staff Statistics

3200 staff (approx) Approx 50:50 split by gender 12% BME 78 nationalities (approx) 1.6% (declared) disabled 36% part time

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What is HR/HRM?

Replaced “Personnel” in 1980s Personnel viewed as being more administrative

and reactive (transactional) HR viewed as being more strategic and

proactive (transformational) Public sector a little behind private sector? Helping the organisation get the most from its

staff. Helping managers manage. HRM is every manager’s job

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Context for HRM at L’boro

• LU’s Strategy “Building Excellence” places great emphasis on HR. One of the themes within the strategy is Investing in Staff.

• Past HEFCE feedback (2007) on self-assessment of people management at LU – “There was an absence of a clear commitment to on-going continuous improvement in people management.”

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Building Excellence(HR)

• Academic Roles

• Performance Management

• Reward and Performance

• Other HR initiatives

Academic Roles

• A structure to meet the needs of the strategy

• Focus/specialisms in research, teaching and enterprise

• Support roles

• Fellowships to support excellence

Performance

Focus initially on academic staff Acceptance that ‘one size doesn’t fit all’ Link to reward and other university processes

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Reward and Academic Promotion

The future of automatic increments Creation of a more flexible reward package Publicise our reward and benefits package Review of academic promotion procedures

and criteria to ensure aligment with strategy

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Other HR Initiatives

HR data (e.g. in PDR) Recruitment Staff development Leadership development

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Next Steps

3 year plan to be drawn up by 2015 Consultation with staff and unions

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Management at Loughborough

No book of Loughborough Management Loughborough style? Continuous Improvement Role Models - Lead by example Common sense Accepting /Taking Responsibility Not working in isolation Corporate purpose

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Common Organisational Challenges

Building organisational capability

Attracting & retaining talent

Building Performance

Building Commitment

Building HR Effectiveness (not just HR Dept)

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Challenges for HEIs

Major funding challenges/uncertainty about the future

Doing more with less

Managing major change (restructures, redundancies)

Cost of absenteeism (Sickness costs approx £700 per person pa, so £2,240,000 to Loughborough)

Focus motivation and performance

Employer profile and reputation

Increased competition

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Challenges Ahead

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HRM Challenges Ahead

In challenging economic times, it is more important than ever to ensure that staff remain motivated, engaged, healthy and able to perform

HRM - far too important to be left to the HR Department!

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Management Challenges

Performance management (incl attendance; discipline; grievance; nb. bullying/harassment)

Reward (incl JE) Managing change (supporting staff) Communication Staff involvement/consultation Workload/Bureaucracy Staff Development (including career dev) Develop our strengths as well as weaknesses

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Getting the balance right

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Absence Management

Back to Work meetings Improve data recording and review Be aware (of all your staff) Take action Avoid absence culture Communication Leadership Deal with poor performers

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Grievance Interviews

“We talk about it for 20 minutes and then we decide I was right."

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Recruitment

Quality control Efficiencies Centralise Move to E Recruitment Temporary staff – best value? Fixed term contracts Social media

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Staff Development

Management & Leadership- Action Learning sets - Mentoring & Coaching

- Secondments - People Management skills

Succession Planning/ Talent Pool Career Development PDR Organisational Development Equalities & Diversity Induction

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Employee Relations

Good relationships with Trade Unions (UCU; Unison; Unite)

Communication Consultation & Negotiation (J.N.C.C.) Policies & Procedures (nb Simplicity)

(n.b. performance; conduct; sickness;)

Redeployment & Redundancy

Organisation as employer Internal adverts FTCs Tensions re Redeployment Security of Employment (6 months) Protection Failure to consult Avoidance of our own procedures

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Staff Support

Occupational Health Staff Counselling Confide (Bullying & Harassment) Career Guidance ‘Buddying’ & Mentoring Staff Support Groups SUPPORTING MANAGERS TOO

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Equality & Diversity

consult & support staff across all diversity issues.

implement Single Equality Scheme refresh the E & D training incl induction ensure diversity issues are ‘main-streamed’ Ensure organisations meets its statutory duties

(Equality Act 2010) Treat individuals fairly & with respect

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How are we doing?

Quarterly reports to HR Committee (HR scorecard/ KPIs)

Staff Surveys Benchmarking Accreditation Publicise internally What should be included?

Staff Survey 2012

64% response rate 92% (95%) felt it a good place to

work 92% generally enjoy their work 80% understand core values 76% communication is effective 87% would recommend to a friend

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Areas for Attention

Communication Managing change (supporting staff) Staff involvement Workload/Bureaucracy Efficiency Training & Development (including career dev) Performance management Develop our strengths as well as weaknesses

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Questions

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