The HEFCE 01/16 Initiative Rewarding and Developing Staff in … · 2020-03-24 · The HEFCE 01/16 Initiative Rewarding and Developing Staff in Higher Education ... the findings of

A HUMAN RESOURCE STRATEGY

for

The HEFCE 01/16 Initiative Rewarding and Developing Staff in Higher Education

Application for additional funds

Approved by the University Management Team, Executive Team and the Board of Governors

Compiled by the Personnel Management Team

May 2002

INVESTOR IN PEOPLE

Staffordshire University Personnel Services is a

recognised Investor in People

A winner in the West Midlands

Employer of the Year

award 2001

© Staffordshire University – Commercial in Confidence

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A HUMAN RESOURCE STRATEGY

for

Compiled by the Personnel Management Team;- Director of Personnel Steve Bloor Head of Personnel Ian Blachford Personnel Managers Helen Boote

Lynne Mellor Marianne Richards

Karen Snaith Project Manager - Diversity/FEO Clare Ridgley Payroll Manager Joan Hough Training & Development Mgr Robbie Lightfoot


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FOREWORD BY THE VICE-CHANCELLOR At the beginning of its second decade Staffordshire University is set to respond to the new challenges to be addressed by higher education and to embark upon an exciting period of change and development that will position us for a different future. In all that we do Staffordshire University will adopt an outward-facing perspective. We will change our student and client base, building upon our established commitment to widening access and participation in higher education. We will respond with a different pattern of subjects, developing new areas of academic and commercial work, including stronger collaborations with employers. We will develop new modes of study and learning that recognise the changing needs of those entering higher education. Through this work the University will strengthen its financial position. We will achieve a more assured income base, supported by reductions in our operating cost-base. We will build a new investment fund that can support planned change and development, accompanied by the more selective investment decisions we will need to make. This deep programme of change and development will underpin the University’s new Corporate Plan to be produced in 2003. The momentum for change has already been established through a new family of 3-year strategic plans and the important Strategic Futures programme that will be introduced in August 2002. Against this background, I am particularly pleased to introduce the University’s Human Resource Strategy as one of our new 3-year strategic plans. Alongside other corporate strategies it will fulfil a key role in the achievement of our plans as well as promoting the further development of Staffordshire University’s core values and credentials as an employer of choice. The strategy will provide us with the means to achieve a programme of change and development that will strengthen the University through its second decade as a dynamic learning community. These changes will often be difficult and will involve styles of decision-making that will be new to us. Supported by the additional funding from HEFCE that will complement the University’s own investment, the strategy incorporates an ambitious programme of work that builds upon the important progress made during 2001. Alongside progressive up-dating of the University’s employment policies to reflect legislative requirements and best employment practice there are exciting innovations reflected in the equal opportunity and Promoting Diversity programme, the new flexible work-time options, and new Active Career projects. The strategy signals significant new investment in our staff training programmes that will be so important in the achievement of our plans. Many of these developments and initiatives have been informed by the findings of the University’s 2001 ViewFinder staff survey, and this underlines the direct way in which all University staff can engage in planning the University’s future and the development of our employment practice. This Human Resource Strategy is also central to the achievement of our Strategic Futures agenda. The strategy includes objectives that will achieve required changes in the composition of the employed workforce, important improvements in performance, and required reductions in the University’s operating costs. The strategy will support our plans to achieve more effective collaborative working both within the University and with a broad range of partners within the commercial, community and educational sectors.


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The significance of this strategy will be reflected in the ways in which it will be integrated into the University’s management infrastructure. It will be a key part of our established planning, risk management, performance monitoring and review arrangements, supported by a pro-active communications programme to maintain its profile. The strategy also reflects my commitment, and that of the University’s Board of Governors, to an open, responsible and straightforward involvement of all employees in planning and achieving a successful future for Staffordshire University. This Human Resource Strategy therefore has a very important role to fulfil as an integral part of the strategic development of Staffordshire University. It has my full support and enthusiastic commitment.

Professor Christine E King Vice Chancellor & Chief Executive May 2002


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CONTENTS

Foreword by the Vice Chancellor & Chief Executive Introduction page 1 Format of the Strategy and Glossary of Terms page 3 Development and Communication of the Strategy page 5 PART ONE The Diagnostic Assessment page 8

1.1 The external environment page 8 1.2 The HE environment page 9 1.3 The University’s new Corporate Plan page 10

PART TWO The Baseline Assessment page 13

2.1 Evaluation of Progress page 13 2.2 A reflective evaluation of the 2001 HR Plan page 14 2.3 University Workforce Profile page 16 2.4 ViewFinder staff survey page 18 2.5 University Training Needs Analysis page 18

PART THREE The Human Resource Strategy page 19

3.1 Purpose of the Strategy page 19 3.2 Focus of the Strategy page 20 3.3 The Programme of Work page 21

Including a note about costing information PART FOUR Development to Deliver page 66

4.1 An integrated Strategy page 66 4.2 An accountable Strategy page 67 4.3 An engaged Strategy page 67 4.4 The capability and capacity to deliver the Strategy page 68

Appendices

1 University Workforce Profile 2 A description of the University’s employment values 3 Abstracts from the Personnel Services Quality Statement


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INTRODUCTION

In June 2001 Staffordshire University prepared its first HR Plan in response to the HEFCE initiative – ‘Rewarding and Developing Staff in Higher Education’. The submission was classified as an ‘emerging’ strategy for 2001/02, to reflect the University’s intention to prepare a new Corporate Plan in 2003. The opportunity to prepare this full Human Resource Strategy in the context of a new Corporate Plan has been particularly important. The diagnostic assessment in Part 1 describes the University’s new Strategic Futures agenda. Strategic Futures is the central component of what will become the new Corporate Plan in 2003. It sets out the University’s assessment of the current and projected operating circumstances for the University and the nature of the strategic planning that will re-shape the profile of the University over the next five years. This strategy has been directly informed by the analysis, planning and objective setting that has accompanied the development of Strategic Futures. The Strategic Futures programme will commence in August 2002, and will be integrated into the University’s new Corporate Plan in 2003. We welcome the opportunity to review the 2001 HR Plan for a number of other important reasons. We have been able to reflect upon our first developmental plan and to assess the progress achieved as a result of the new investment made in 2001. We have conducted this assessment both as a Personnel Management Team and more generally within the University community. We want to record our appreciation for the constructive feedback from HEFCE, supported by the Good Practice guidance, and the very valuable advice from Lesley Campbell, OPM. We have learnt a great deal. It has also been possible to undertake a more comprehensive consultation programme as part of the preparation of this Strategy. This aspect in the development of the strategy accords with the inclusive character and style of Staffordshire University, and is described on page 5. We have been able to incorporate a number of improvements in the quality and breadth of diagnostic assessments. The important planning work to develop Strategic Futures has been central to this improved analysis. We have been able to use the conclusions set out in the QAA Quality Audit Report 2001, the findings of the University’s first ‘ViewFinder’ staff survey in 2001, and the development of training needs analysis associated with the success of the University’s Investors in People programme. Very importantly we have been able to apply more quantitative analysis to inform this strategy and to identify the priorities for investment, change and improvement. The quantitative analysis incorporates the University’s activity based costing model, the findings of the Ben Johnson-Hill Benchmarking Assessment, and the performance information now becoming available from the University’s investment in the ResourceLink system commissioned during 2001. The stepping-up from an ‘emerging’ to a ‘full’ Human Resource Strategy and the key relationship to the development of the University's Strategic Futures programme has been exciting. We have assessed the capability and capacity of the University and the Personnel team to deliver this strategy. Alongside the risk assessment notes presented in section 3.3, Part Four describes the infrastructure to deliver the strategy. It also sets out the arrangements for the monitoring and evaluation of progress and performance improvements.


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This ‘full’ strategy is therefore markedly different from the developmental plan prepared in 2001. The strategy has been prepared within the framework set by the HEFCE 01/16 initiative, including a two-year programme of work to July 2004. Notwithstanding this point, it is important to emphasise that this document presents a comprehensive Human Resource Strategy for Staffordshire University, rather than a submission limited in its scope by the available additional funding. It is for this reason that the programme of work has been set to reflect the real needs and ambitions of the University, and includes significant University investment alongside the additional HEFCE funding. The strategy, as with the 2001 HR Plan, will be integrated into the University’s well-established planning and performance review infrastructure. It is expected that the strategy will be reviewed and up-dated as part of the preparation of the University’s new Corporate Plan in 2003. The intention in 2003 will also be to align the on-going review of the Human Resource Strategy with the review cycle applying to the University’s Corporate Plan, including mid-term up-dates. We are confident that this Human Resource Strategy is well founded in the strategically important needs of Staffordshire University and its employees. The Vice Chancellor’s Foreword explains that it is set to fulfil a central role in the achievement of our ambitious, challenging and exciting Strategic Futures agenda. Personnel Management Team May 2002


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FORMAT OF THE STRATEGY

The main text of the document is organised into four parts. Part One presents the diagnostic assessments and Part Two the baseline assessments that have informed this strategy. Part Three sets out the content of the strategy and describes the selected programme of work. Part Four explains how the University will deliver the strategy. Significant changes have been made to the format of the programme of work set out in Part Three. Section 3.1 on page 19 describes the purpose of the strategy and its alignment to Strategic Futures. Section 3.2 on page 20 explains the linkage between the key issues identified through the diagnostic and baseline assessments and the priorities selected for inclusion in the strategy. The programme of work set-out in Section 3.3 beginning on page 21 is organised into three sections - the carry-forward programme; the legislative and employment policy programme; and the major programme of work associated with Strategic Futures. Within each of these three sections all the relevant information for each objective has been brought together. A brief introduction is accompanied by relevant contextual information, and a description of the ongoing evaluation arrangements that will be applied. Where appropriate there is a report of progress made to date and an assessment of the degree to which progress made during 2001 has become established within the University. The report of progress also provides a brief description of the key challenges involved and accompanying notes about how we will manage the key identified risks. Each objective is specifically referenced to one of the six HEFCE designated priorities (A,B,C,D,E or F) and, where appropriate, we also provide cross-references to related HEFCE HR priorities. We have adopted a ‘SMART’ presentation to describe key actions, time-scales, lead responsibility, outputs and outcomes. The description of each objective also includes an assessment of additional costs attributable to the work. We have resisted our first inclination to include an Executive Summary primarily because we would need to provide different summaries to meet the different needs of different audiences. We have instead sought to adopt a presentational format that can support speed-reading – the Foreword, Introduction, and sections 3.1, 3.2 and 3.3 provide a quick-reference snap shot of the overall strategy. On page 6 we describe how we will communicate the strategy. There are two factors that contribute to the length of this document. Because the strategy includes an external readership it needs to include a considerable amount of contextual information and description of current internal processes. More importantly the programme set out in section 3.3 adopts a project control format, providing a degree of detail that will assist our subsequent tasking and preparatory work. We are therefore content that this document is well written, well structured, and achieves the very useful bonus of integrating ‘strategy’ and ‘project control plan’. There is a balance between the use of descriptive text and short lists and inserts to highlight key points. To support the coherence of the document the use of paragraph numbering has been kept to a minimum, as has the number of detailed appendices. We have incorporated page number cross-referencing to assist the reader and to underline the integrated nature of this strategy.


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GLOSSARY OF TERMS ABC The Activity Based Costing model being used to develop the University’s ABC

Workforce Plan APT&C Administrative, Professional, Technical & Clerical staff CPD Continuing Professional Development DBM a management consultancy company, specialising in outplacement, career

management and workforce planning services EAP Employee Assistance Programme – a specialist, externally and confidential staff

counselling service FE / FECs Further Education / Further Education Colleges FEO Flexible Employment Options – a 3-year development project, partly funded by

HEFCE, to develop flexible work-time options specifically tailored to the needs of HE

Follett Report Professor Sir Brian Follett’s review of Appraisal, Disciplinary and Reporting Arrangements for Senior NHS and University staff with Academic and Clinical duties – published September 2002

HEFCE Higher Education Funding Council for England HE / HEIs Higher Education / Higher Education Institutes 2001 HR Plan Staffordshire University’s ‘emerging’ Human Resource Strategy prepared in 2001 HRS Human Resource Strategy - this term is also used in the document to describe this

‘full’ HRS MASN Maximum Aggregate Student Number NHS National Health Service OPM The consultancy organisation appointed by HEFCE to support the development of

the HRS. PMT Personnel Management Team Promoting Diversity Staffordshire University’s 3-year employment diversity programme, including Equal

Opportunities QAA Quality Assurance Agency RAE Research Assessment Exercise Reward Group A specialist management consultancy company specialising in pay and

remuneration survey information, job evaluation and the design of remuneration systems

ResourceLink The proprietary integrated Personnel-Payroll system supplied by Northgate SMART Specific, Measurable, Attributable, Realistic and Timebound – an acronym

describing a style of objective setting SMTs School & Service Management Teams, established within every School and

Service within the University Strategic Futures The University’s strategic change programme commencing August 2002. Strategic

Futures will be incorporated into the new Corporate Plan to be produced in 2003. SURF Staffordshire University Regional Federation – the constitutional relationship

between the University and a Regional federation of FE Colleges TNA Training Needs Analysis TUPE The Transfer of Undertakings (Protection of Employment) Regulations, 1981 UCEA University’s and Colleges Employers Association ViewFinder Staffordshire University’s staff survey


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DEVELOPMENT AND COMMUNICATION OF THE STRATEGY

The Personnel Management Team began development of the strategy in January 2002. The team assessed progress made in implementing the 2001 HR Plan and these notes are introduced in Part 2.1 on page 13 and in the introduction to each objective set out in Part 3.3. The assessment of progress included the identification of work that would need to be carried forward to the full strategy, and these are presented in section 1 of Part 3.3. The team also undertook an important reflective evaluation of the 2001 HR Plan supported by the valuable feedback received from HEFCE and OPM, and these observations are described on page 14. Preparatory work included up-dating the external contextual analysis and the organisational audit upon which the 2001 HR plan was founded. Although the 2001 organisational audit is assessed to be comprehensive, the preparation of the full strategy needed to be re-aligned to the markedly different requirements created by Strategic Futures. This important new contextual framework is described in Part 1.3, beginning on page 10. The formative thinking and development of Strategic Futures has therefore coincided with the work to develop this Human Resource Strategy. This has been particularly important and helpful. The Personnel Management Team has been directly involved in the formulation of the University’s development plans and there is a confidence that the University’s new priorities are reflected in this strategy. The significance of Strategic Futures has also required a robust assessment of the baseline position, and the analysis presented in Part 2.3 on page 16 is particularly important. Strategic Futures has provided a clear framework to support the selection of priorities for inclusion in this strategy, and this is described in Part 3.2 on page 20. Preparation of the strategy has benefited from an impressive array of new information sources. These have included the excellent QAA Quality Audit Report 2001 (page 14) and the important findings of the 2001ViewFinder staff survey (pages 18 and 27). There have been qualitative improvements in the organisation’s training needs analysis processes including the rigorous diagnostic assessments undertaken as part of the ‘building blocks’ approach to the Investors in People programme, and this is described in Part 2.5 on page 18. The University’s improved workforce information capability has greatly assisted the preparation of this strategy. In 2001 a new integrated Personnel-Payroll system – ResourceLink - was successfully commissioned and although the development programme will not be completed until early 2003, the system is now producing good quality workforce information. This strategy includes a summary University workforce profile at appendix 1, and specific workforce performance measures are included in the plans and objectives set out in Part 3.3. Between January and March 2002 the Personnel Management Team co-ordinated a wide-ranging consultation as part of the preparation of the strategy. Presentations to the Executive Team, the University Management Team, the School Business Managers, the University’s senior manager group and the SURF Board have been complemented by consultation with the recognised Trade Unions. NATFHE and UNISON have been involved in the development of the Human Resource Strategy throughout 2001 and 2002. In addition to consultation with the Trade Unions about the content of this strategy it is important to explain that they are directly involved in the work to deliver the strategy. During 2001 NATFHE and UNISON Representatives worked as members of the project team on the ViewFinder staff survey, became full members of the University Staff Development Group and the Investors in People Steering Group, and are members of the Flexible Employment Options Project Board.


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During 2002 they will be directly involved in the work to deliver the ViewFinder action plan, the Promoting Diversity agenda, and the Joint Job Evaluation Steering Group. The regular series of joint meetings were extended in early 2001 to include a new strategic ‘State-of-the-Union’ meeting involving the University Executive Team and the NATFHE and UNISON Full-Time Officers and lead Branch Officials. The purpose of this annual joint meeting is to share the key strategic issues and major development plans of the University, and the June 2002 meeting will provide an important opportunity to focus upon Strategic Futures and the integral role of this strategy. The consultation programme has also included a series of discussions to develop the ideas and thinking around a number of the specific objectives within the strategy. These have included discussions with the Vice Chancellor about the implementation of the Promoting Diversity programme, with the Project Steering Group about the progress of the Investors in People programme, and with Deans and Business Managers about new job design initiatives. Interestingly the consultation has included a series of presentations to groups of postgraduate Human Resource Management students within the Business School, specifically to receive critical feedback about the form and content of the 2001 HR Plan. During April the Personnel Management Team began to compile the diagnostic assessments, to collate potential content, and to identify priorities for inclusion in the strategy. In addition to a number of carry-forward projects from the 2001 plan, it became apparent that the priorities were focussed upon required employment policy developments and a compelling new agenda associated with Strategic Futures. During May the draft Human Resource Strategy was presented for consideration within the University. There were three foci of attention. Firstly to assess the relevance of the strategy, including its alignment to Strategic Futures, the relevant needs of University employees, and the imperatives of the external environment. Secondly to review the selected priorities and the proposed objectives. Thirdly to assess the degree to which this strategy will contribute to the development of Staffordshire University, and the overall degree of preparedness to deliver an ambitious programme of work. In May 2002 the University Management Team, the Executive Team, and the Board of Governors all approved the Human Resource Strategy for submission to HEFCE. The strategy will be implemented in August 2002 as an integral part of Strategic Futures. Communication of the Strategy The development of this strategy has included specific attention to the question –

how can we best communicate to a number of different audiences a strategy that includes very important work as part of the University’s development plans?

In our consideration of this question we have reflected upon lessons learnt with the 2001 HR Plan, and our observations on this point are referred to in the Format notes on page 3 and the Reflective Evaluation notes on page 14. We recognise that the full document, including contextual information and descriptions of internal processes, will be particularly relevant to external audiences. Part Three and its programme of work will be important to the University’s senior management team, and to Personnel Services who will use it as an operational project plan. Members of staff across the University will be interested in how the strategy is working to deliver Strategic Futures and what things have changed as a result of the strategy being in place.


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The 2001 HR Plan was placed on the University’s web site and we plan to do this again in summer 2002. We will be doing a number of other things to support effective communication of the strategy. We will - • produce a ‘short-format’ version of the strategy written specifically for University members of

staff. We will field-test this short-format version with a representative cross-section of staff prior to its publication. This ‘short-format’ version will also be placed on the web site and will be published as a special insert in an autumn 2002 edition of ‘News’ – the University's staff newsletter

• produce special bulletins – published on the web site and in ‘News’ – on specific projects and

initiatives. This approach was successfully adopted in relation to the 2001 HR Plan eg ViewFinder, Flexible Employment Options, Promoting Diversity, Investors in People, Employer of the Year Award, etc, and will be used to maintain the general profile of the strategy. In 2002 we will publish sickness absence information, the new Behaviour at Work policy, and equal opportunity profile information

• produce ‘progress-and-performance’ information for inclusion in the University’s Strategic

Futures communication plan. This will focus upon the content of Part 3.3, section 3, and will be included in the Vice Chancellor’s special staff bulletins, the monthly ‘ExecNews’ distributed by all-staff e-mail, and the established Team Brief arrangements within Schools and Services

• produce an Annual Report to the Board of Governors and all members of staff, recording

progress and achievements and updating the strategy for the year ahead. A number of the major programmes of work also include dedicated communication plans. The Management Development programme will be included on the existing University Training web site. The Promoting Diversity programme includes a celebratory Annual Award Scheme to support the promotion of the programme. The ViewFinder action plan includes high-profile quarterly progress reports to all staff published in ‘News’ and on the web site. The QAA Quality Audit Report (page 14) said (quote) ‘the University as a whole is characterised by its ‘information-rich’ communication processes’ and also commended the University for its openness and honesty in its internal communication. We will maintain this positive and pro-active approach as an integral part of the implementation of the Human Resource Strategy.


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PART ONE

THE DIAGNOSTIC ASSESSMENT The strategy has benefited from continuing improvements in the University’s quantitative and qualitative diagnostic capabilities. Importantly the preparation of Strategic Futures has required a rigorous analysis of the external environment impacting upon higher education, in combination with a major re-assessment of the University’s development plans. The diagnostic assessment adopts an essentially outward facing perspective in combination with a review of the strategic plans of the University. To reflect the centrality of the work to develop a new Corporate Plan and Strategic Futures, this up-dated diagnostic assessment is presented using three headings -

1.1 the external environment

1.2 the HE environment

1.3 the University’s new Corporate Plan and Strategic Futures

1.1 The External Environment Developments in the general employment environment that are relevant to Staffordshire University include: ! a continuing trend to an increasingly pluralist and diverse employment community, including

more multiple employment relationships and partnerships ! a continuing trend to increasingly diverse employment relationships, including more short term

employment relationships, more non-employed associations and increased employee mobility ! a rapid adoption of increased flexibility in job design and systems of work, in response to

market, customer and employee expectations There are a number of other general developments that are expected to have a significant impact over the next five years - ! the government’s agenda to improve the work skills base, including an employer-led

approach to both sectoral and regional development programmes ! the government’s aim to encourage a stronger partnership between business and education,

including more local business-education links and the development of work-related learning ! the growing pressures to address pensions provision and associated retirement arrangements,

including anticipated developments at national and European levels


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Employment Legislation There are some enduring themes in the progress of employment legislation and good employment practice that are expected to become ever more prominent during the next three years. There will be - ! further developments in anti-discrimination legislation, including religion, belief, sexual

orientation (2003) and age (2006) ! further developments in relation to equal treatment, including fixed term employment and

agency work ! the continuing imperative to address equal pay ! further developments in relation to flexible working and flexible work time, including new

statutory rights ! further developments in relation to the TUPE staff transfer regulations. The University supports the progress that has been made by UCEA during 2001 in its promotion of modern employment practice for the HE sector. We will continue to monitor the development of the Equal Pay Reviews and the Role Analysis and Job Evaluation programme. We will continue to participate in the Athena Project and during 2002 will become an active contributor to the work of the Equality Challenge Unit through the University’s new Promoting Diversity Team. Note: The Follett Review is not directly relevant to Staffordshire University. However, the recommendations offered in this important report are being used to develop a new family of Contracts of Employment that can better support the University’s growing portfolio of work with the National Health Service and other joint appointments. 1.2 The HE Environment Strategic Futures includes a commentary on the national HE context and an accompanying assessment of those themes that need to influence the University’s strategic priorities and future direction. Key themes include - ! a challenging financial outlook across the sector, including some specific problems within the

post-1992 universities ! the introduction of tuition fees and the removal of the maintenance grant have impacted

upon student recruitment, with a particular impact upon widening participation ! the government’s target to expand participation in higher education is further aggravating the

student recruitment challenge for many modern universities. The recent removal of the MASN control mechanism supports the assessment that the majority of the required undergraduate student expansion will be in the pre-1992 universities

! notwithstanding Staffordshire University’s significant improvements in research performance in

the latest RAE round, the government’s priority to support world-class research will concentrate the distribution of funds. The impact will destabilise research funding for many universities who will therefore need to become more active in the conventional territory of universities like Staffordshire.


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A number of other themes are noteworthy in the context of this Human Resource Strategy - ! the findings of The Roberts’ Report (April 2002) highlighting the issues involved in the supply of

people with science, technology, engineering and mathematics skills ! the impact of information technology upon patterns of learning ! the trend for learning to become more informal ! the increased take-up of higher education by currently excluded people ! the increasing number of non-public providers of education 1.3 The University’s New Corporate Plan and Strategic Futures Staffordshire University’s overall mission as set out in the existing Corporate Plan is -

… to excel as a dynamic learning community by combining the power of people, innovation, and technology

Strategic Futures reflects the assessment that now is the time to build a new and different future. The outcome will be a stronger financial and market position for Staffordshire University, with an assured income and a clear and nationally recognised market niche. In 2007 the University profile will be characterised by: ! a balanced budget, with unencumbered cash reserves of at least 5% of the annual budget

! an annual investment fund rising to £4 million by 2004/05

! a cost reduction programme of £3 million in 2002/03, rising to £4 million in 2003/04

! a different student and client base

! a different pattern of subjects and specialisms in new areas

! a number of key FE/HE and employer-based partnerships, supporting a new market position

! a different mode of study and learning with an employment focus

! a different staff profile

! a different estate used differently

Strategic Futures sets out how the University will achieve this changed profile. Underlying the programme is a policy to balance the University’s budget, year on year, and to build a new investment fund to support radical change. Strategic Futures includes a number of specific commitments during the period 2002 to 2005 ie the University will - ! invest selectively in changes to our profile and performance in order to reshape the University

to meet new market needs

! operate an on-going cost reduction and performance improvement programme to release funds for investment


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! examine alternative sources of funding and review our current financing arrangements. This will

include an examination of fixed costs, and the options for refinancing and outsourcing, as well as the pursuit of grants, sponsorship and other sources of income.

Each of these commitments are supported by a more specific objectives ie Changes in the academic profile A re-profiling of subject disciplines to match market needs, including new work in identified areas of growth and new cross-disciplinary developments. Examples include: ! in Health to meet the needs created by radical changes in the NHS

! in the community and voluntary sectors

! in design, technology and multimedia, including bringing together expertise across the University

! in the development of work-based learning and experience

! in the further development of strategic partnerships with FE, HEIs and other public and private sector organisations

Changes in the academic profile will be accompanied by a broadening of the student profile. Early priorities include new recruitment targets for postgraduate and part-time participation, and an immediate increase in the scale of international recruitment. Changes in the staff profile ! a major staff training programme will focus upon the development of new skills and

capabilities, including leadership, engagement with change, and a market and customer facing outlook

! a re-profiling of the employed workforce to provide a better match to new academic provision and modes of study and learning

! a review of how the University employs people in the future, with the expectation that the University will employ fewer people and that there will be a more diverse pattern of employment

Changes in the University Estate The re-alignment of the estate to fit a changed student profile, including more local area and ‘mature’ students with different space and study needs. These changes in the estate will be accompanied by changes in the learning support infrastructure, including ! re-profiling of the University calendar

! review of the modular framework for delivery

! continuing investment in online learning

! further development of campus developments on the Lichfield model


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Cost Reduction and Performance Improvement The three-year programme includes: ! clear identification of management responsibilities and accountability for the achievement of

agreed objectives

! implementation of rigorous spending controls, including workforce planning arrangements

! review of all professional support activities to produce cost savings and efficiency improvements

! a ‘fitness for purpose’ review of the University’s organisational infrastructure

! a critical business review of existing external income activities

Up-dating the 2001 Organisational Audit Although Strategic Futures is central to the analysis that informs this strategy, it is relevant to review and up-date the comprehensive organisational audit undertaken to support the 2001 HR Plan. The organisational audit identified the enduring core values and operating style that characterise Staffordshire University. These values remain directly relevant to this strategy and are re-stated at appendix 2. The importance of these values within the University community was further emphasised in the findings of the 2001 ViewFinder staff survey. As a consequence the University will, during 2002, prepare a new policy statement that sets out these values and the required standards of behaviour at work. The 2001 organisational audit also identified the key energies within the University, and many of these are now reflected in Strategic Futures. The requirement to engage with change to achieve defined benefits featured particularly prominently. The nature of these changes is characterised by the adoption of an outward-facing perspective, improved responsiveness, and enhanced flexibility in the delivery of the University’s activities. Increased accountability was a key objective identified in the 2001 audit, accompanied by the need to grow and diversify the University’s income base. The themes identified as part of the 2001 organisational audit therefore have a continuing relevance. It is indeed the case that they will now be taken forward more energetically as part of Strategic Futures. During autumn 2001 and spring 2002 the University has developed a number of inter-linking 3-year plans to underpin Strategic Futures, including a Curriculum Development plan, Post-Graduate and International Student expansion programmes, and a new Financial Plan. These plans share a number of common characteristics – each promotes required change, based upon improved performance, better value for money, more selectivity and rigour in investment decision-making, and a sharpened focus upon achieving a satisfactory level of return to the University as a whole. The diagnostic assessment provides the general external context and corporate planning framework for this strategy. Within this framework it is necessary to identify the priorities for action and those areas in which the Human Resource Strategy is needed. The selection of priorities is set out in Part 3, section 3.2 on page 20.


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PART TWO THE BASELINE ASSESSMENT

To complement the outward-facing diagnostic assessment presented in Part One, this baseline assessment adopts an inward-facing perspective. The purpose of the baseline assessment is three-fold:

• to provide an evaluation of progress made against the 2001 HR Plan • to provide a start-point analysis for the future monitoring, evaluation and

review of the strategy

• to provide additional information to complement the diagnostic assessment

The baseline assessment also provides the opportunity to incorporate the consultative work that has been important in the preparation of this strategy. The consultative programme, including work with senior managers, trade union representatives, and students, in described on pages 5 and 6. Alongside the evaluation of progress made against the 2001 HR Plan, there are reflective assessments to underline the important ‘learning dimension’ that characterises Staffordshire University’s Human Resource Strategy. This is presented in part 2.2, together with the notes in part 2.4 that introduce the 2001 ViewFinder staff survey. 2.1 Evaluation of Progress

including the QAA Quality Audit Report 2001 The programme of work presented in section 3.3 includes an assessment of progress made in relation to those objectives that were also part of the 2001 HR Plan. Very importantly this evaluation includes a commentary on the degree to which progress has become embedded within the University. To accompany this assessment of progress, the Personnel Management Team prepared a progress report in February 2002 for OPM. A full evaluation report will also be included in the University’s Annual Operating Statement report to be submitted to HEFCE in July 2002. To support the assessment of the capability and capacity of Staffordshire University to adopt and embed new employment policies and changed working arrangements it is relevant to review the findings of the QAA Quality Audit Report 2001. Whilst the focus of this audit was the academic quality assurance arrangements of the University, the scope of the report’s findings include the effectiveness of the University’s general management arrangements. The following quotations taken from the report are directly relevant to the preparation of this strategy and serve to underline the University’s organisational strengths.


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Abstracts from the QAA Quality Audit Report 2001 para 30 there was clear evidence that key elements of the Plan (ie the University’s Annual

Operating Statement) were embedded, that action was taken, and that issues were both identified and progressed

para 91 the audit team concluded that its staffing strategy and policies are well-articulated

with its mission and Corporate Plan and had gained broad acceptance across the University. The University should be commended on the way it has developed a corporate culture in which staff are engaged and supported

para 95 On internal consultation – the team commends the University for its openness and

frank honesty para 109 its capacity for critical self-analysis, and its recognition of strengths on which to build

and of limitations to be addressed is clearly demonstrated in the Analytical Account that it prepared for this quality audit

para 110 under the leadership of the Executive and the University Management Team, the

University has a strong sense of mission, and is pursuing it with self-confidence para 110 the University as a whole is characterised by its ‘information-rich’ communication

processes para 113 the University has an ethos of openness and dialogue, which gives confidence that

it is a self-aware organisation capable of handling the changes and challenges implicit in its wide-ranging mission and the broad spread of its activities

para 113 there is evidence of excellent practice in managing a University under pressure for

resources, and in facing the tensions and opportunities of its ambitious programme for development.

The audit report commentary is directly relevant to those aspects of this strategy that involve the leadership, management and consolidation of change, the engagement of University staff, and planning for action. The last two quotations are particularly relevant to Strategic Futures and support the assessment that Staffordshire University is well placed to respond positively and effectively to the undoubted challenges to be addressed as part of our new Corporate Plan. 2.2 A reflective evaluation of the 2001 HR Plan In January 2002 the Personnel Management Team began work on the development of this strategy including a reflective evaluation of the 2001HR Plan. The 2001 HR Plan was assessed to include a strong descriptive analysis derived from the University’s Corporate Plan and the 2000/01 Annual Operating Statement, with a clear linkage to the University’s strategies and employment values. The 2001 HR Plan demonstrated a strong organisational fit and a clear relationship to the University’s planning intentions.


Page 15 of 70

In relation to the six HEFCE designated priorities the developmental nature of the 2001 HR Plan was reflected through an emphasis upon process mapping, qualitative process improvements and diagnostic activity that would provide a more confident foundation for the preparation of the full strategy in 2002. Whilst the 2001 HR Plan includes a strong descriptive assessment and linkage to the University’s plans, there was inadequate quantitative analysis. This shortage of ‘hard’ diagnostic information was accompanied by an inadequate degree of benchmarking information and a limited assessment of the baseline position against which performance improvements could be monitored. These shortcomings in the quantitative analysis served to highlight the predominant ‘process-improvement’ character of the 2001 HR Plan. An argument could also be made that the programme of work set out in the 2001 HR Plan was too ambitious, both in terms of its scope and the volumes of work involved. We believe that such a view misses the essential point. The overriding aim is to set out a Human Resource Strategy for Staffordshire University, rather than a submission limited in ambition and scope by the available additional funding. It is also the case that ambition, energy and a commitment to hard work characterise Staffordshire University in general, and the Personnel Services team more specifically. This position is evidenced in the impressive progress achieved in relation to the 2001 HR Plan. Notwithstanding this, we did recognise that the full strategy should demonstrate that alongside a rigorous analysis of need there must be an equally robust selection of the key priorities for action. It is for this reason that the selected priorities are set out in section 3.2 on page 20. The reflective evaluation also included observations about the format of the 2001 HR Plan. The HEFCE designated priorities, although well founded as constituent elements within a Human Resource Strategy, did exert a strong influence upon the character and form of the 2001 HR Plan. As a consequence the 2001 HR Plan adopted a somewhat clumsy, complicated and compartmentalised format. The approach created a presentational discontinuity between the diagnosis of need and the setting out of the programme of work. More importantly the chosen format created difficulties in communicating the strategy within a University community that was understandably less aware of the six HEFCE priority areas. For these reasons, we have worked hard to improve the format of this full strategy. The notes on page 3 describe these improvements.


Page 16 of 70

2.3 University Workforce Profile Appendix 1 provides a summary University workforce profile. The following general issues are noteworthy - Composition of the Workforce ! There is a need to audit the ‘employment status by staff group’ profile, to ensure that it reflects

fitness-to-purpose and to ensure that it reflects satisfactory employment practice

! There is a need to project the age profile in a workforce demand–and–supply model, particularly within the academic staff group

! There is a need to produce an up-dated and comprehensive base-line equal opportunity

profile by September 2002 as an integral part of the 3-year Promoting Diversity Action Plan ! There is a need to produce a Regional and sub-regional workforce supply and local

demography profile, including relevant pay and remuneration comparisons Key Performance Indicators ! the University’s staffing costs profile as a percentage of total turnover is -

1999/00 60.7% 2000/01 61.5% 2001/02 59.9% (projected)

The HEFCE mean is 57.5%, with a lower quartile figure of 54.6%. Note : as part of the 2001 HR Plan and this full strategy, we have commissioned the Reward Group to work with us to develop relevant reward information and comparison studies. This is being used as an integral part of the continuing job evaluation programme and will also be used to inform future remuneration policy.

! the University participated during 2001 in a ‘Total Benchmarking Assessment’ study of 10 new UK Universities. The study was undertaken by Ben Johnson-Hill Associates Limited and was based on the 1999/2000 financial year. The study included the use of weightings to take account of local circumstances and to thereby optimise the “like-for-like” quality of the study. Comparative information given below refers to participating sector averages. In the context of Strategic Future s the relevant findings are as follows:- Note: this benchmarking information is being cross-referenced with the University’s ABC Workforce Planning model and the HEFCE staff cost information


Page 17 of 70

Overall teaching staff numbers 47 fte higher than average, including

Staff Group + Variation (fte) -

Professors 2.8

Principal Lecturer’s / Readers 2.5

Senior Lecturer’s 35.0

Lecturers 1.7

Part Time / Hourly Paid Lecturers 18.8

Agency Lecturers 1.0

Instructors 3.6

IT Technicians 9.4

Technicians 7,5

Deans 0.6

Placement Co-ordinators 2.0

Administrative Support 41.0

Overall support staff numbers 37 fte higher than average due to greater use of administrative staff

! the University’s indicated separation rate in 2001 was 9.10%.

Staffordshire University 9.10 % 2001/02 staff separation rate

Sector Comparisons Benchmark

HE Sector 10.9 %

Education Sector 13.8 %

Public Sector 15.2 %

All sector (full-time employees) 16.3 %

All sector (part-time employees) 21.5 % ! the University’s level of indicated sickness absence (lost-time ratio) is 7.3% in 2002.

Benchmark information indicates that a satisfactory performance target would be in the range 3.0 to 3.5%.

! the University’s ‘maternity and women returning to work’ ratio is 96%.

Benchmark indicators suggest that this is a very good performance.

These workforce indicators, taken in conjunction with the ABC Workforce Plan, have been used to inform the performance improvement and workforce re-profiling objectives set out in Part 3, section 3.3 of the strategy.


Page 18 of 70

2.4 ViewFinder staff survey The 2001 HR Plan included the University’s first comprehensive staff survey – ViewFinder – undertaken in conjunction with the Industrial Society/Work Foundation. The University Action Plan was published to all staff in February 2002 in response to the key findings of the survey. ViewFinder represented a very successful innovation and an important addition to the diagnostic and baseline assessments that have informed the preparation of this strategy. Many of the key findings presented in the ViewFinder action plan have been incorporated into this strategy. Examples include a new Behaviour at Work policy, a new staff support (EAP) programme, the new Active Career projects, the Promoting Diversity and Flexible Employment Options programmes, and an accelerated programme to introduce job evaluation methodologies. Very importantly the ViewFinder survey provides a baseline assessment against which the University will be able to monitor and evaluate the impact of the Human Resource Strategy within the University’s employed community. The next survey will be undertaken in May 2003 and every two years thereafter. ViewFinder therefore provides a particularly valuable way in which the University will be able to evaluate the longer-term outcomes of the additional investment in this strategy. 2.5 Training Needs Analysis

including the Investors in People programme The 2001 HR Plan included the University’s commitment to achieve Investors in People accreditation during 2002. The University has adopted the rigorous ‘building block’ approach, and at May 2002 nineteen of the twenty-five designated ‘building blocks’ has achieved accreditation. The University is confident that it will achieve whole-organisation accreditation during 2002. Following completion of the ‘building-block’ programme, the final assessment of the University as a whole will provide a useful opportunity to assess the degree to which Strategic Futures has become embedded within the University. The rigour of the ‘building-block’ diagnostic programme has produced a significant improvement in the scope and quality of the University’s established training needs analysis programme. The training needs analysis has also been validated by reference to the comprehensive diagnostic activity used to design the University’s new Management Development programme. To complete the process the Training Team leads a full needs-analysis interview schedule with all senior managers on an annual basis. Training needs analysis is managed by the Training Team through the University’s Staff Development Group. Through this process, a number of new needs have been identified for 2002-03, including market research techniques, commercial awareness, the preparation of commercial business plans, and the use of data analysis programmes. It is noteworthy that this up-dated training needs analysis matches very closely the key developments required by Strategic Futures.


Page 19 of 70

PART THREE THE HUMAN RESOURCE STRATEGY

3.1 Purpose of the Strategy The Human Resource Strategy will contribute to the achievement of the University’s strategic plans and objectives by creating an employment environment that supports and facilitates the optimum contribution of all employees within a dynamic and outward-facing learning community. The strategy will provide a coherent framework for the maintenance of employment policy and practice that reflects developments in employment legislation and the core values of Staffordshire University. The framework will also support the development of innovative employment policy and practice that is relevant to the University’s strategic priorities, reflects recognised best practice, and specifically positions Staffordshire University as an employer of choice. We aim to build upon the very positive national benchmark position indicated in the 2001 staff survey, the notable achievement of Regional Employer of the Year in 2001, and the emerging profile we are developing linked to the Promoting Diversity and Flexible Employment Options programmes. On 21 May 2002 the University learnt that it had been successful in its application to the Department of Trade and Industry Work Life Balance Challenge Fund. The strategy will provide a dynamic frame of reference during a period of significant change that is set to re-profile the University for a different future. It will inform changes in the operating infrastructure of the University, including the need to achieve more effective collaborative working, both internally and externally, and the need to support the University’s selected investment priorities. As an integral part of Strategic Futures the Human Resource Strategy includes specific objectives to achieve planned changes in the composition of the employed workforce, together with important improvements in performance, and required reductions in the University’s operating costs. By July 2004 the objectives set out in the strategy will have achieved a workforce composition and a staffing cost base that reflects considered and deliberate University policy decisions and planning intentions. The strategy will have delivered a better alignment of the employed skill base to the assessment of future need. It will have achieved specified performance improvements, especially in those measures that indicate an unsatisfactory baseline position. Very importantly the strategy will serve to maintain and strengthen the existing character of Staffordshire University, including our values and aspirations. The strategy incorporates real commitments to promote employment diversity, including action to address issues of equal opportunity, equal access, equal value and equal pay. We regard this work to be a priority for effective action. The strategy will take forward the innovative work to develop flexible employment and work time options and new ‘Active Career’ initiatives. It will deliver increased investment in training and development, representing the first general increase in investment for five years. Through the continuing series of independent ViewFinder staff surveys the strategy also underpins the commitment to an open and straightforward involvement of all employees in the planning of a successful future for Staffordshire University. The communication of these challenging ambitions and the accompanying programme of work will be used to support the continuing relevance and profile of this strategy. The arrangements to communicate this strategy are described on page 6.


Page 20 of 70

3.2 Focus of the Strategy The focus of the strategy reflects the priorities selected from the diagnostic and baseline assessments described in Part One and Part Two. These priorities are incorporated into the objectives set out in section 3.3. The priorities identified as part of the diagnostic assessment are: The external environment ref. page 8 ! the continuing extension of anti-discriminatory legislation and the associated promotion of

employment diversity

! the equal value and equal pay imperatives

! the progression to statutory provision for flexible time and flexible working arrangements The HE environment ref. page 9 ! the increasingly challenging financial outlook, particularly in the post-1992 Universities

! the requirement to meaningfully engage with the community and the world of work

! the need to adopt an outward facing perspective, specifically engaged with a discerning customer-orientated market

Strategic Futures ref. page 10

! the requirement to support and nurture the ‘deep’ change required to re-position the University

for a different future

! the requirement to align the University’s operating infrastructure to the changing profile of the University

! the adoption of a business-centred model characterised by clear management responsibilities, a market-facing outlook, a focus upon cost reduction and performance improvement, and selective investment decisions made at the level of the University

! the need to develop a clear and coherent articulation of the core values of the Staffordshire University community that aligns with and supports the changing profile of the University

! the requirement to further develop new workforce planning capabilities – planning and resourcing future needs, accompanied by robust operational controls

! the requirement to respond to new training needs, including new leadership and management skills. Strategic Futures will require a stronger alignment between the development of the employed skills base and the University’s strategic development objectives. The purposeful implementation of the full Management Development programme is central to Strategic Futures

! the requirement to introduce new flexibility in the modes of employment and working arrangements to support new patterns of service delivery and accompanying modes of study and learning.


Page 21 of 70

The priorities identified as part of the baseline assessment are: Carry-forward from the 2001 HR Plan ! consolidation of the Investors in People programme

! continuation of the Research Staff development programme

! consolidation and continuation of the ViewFinder staff survey programme , including the 2002 Action Plan

The baseline assessment set out in Part 2.3 on page 16 also identifies key workforce profile and performance issues to be included in the programme of work. There is the need to up-date baseline workforce profile information at the commencement of this strategy, particularly in relation to the Promoting Diversity action plan. There is also the need to achieve specific performance improvements including a planned reduction in the University’s staffing costs and a planned improvement in the sickness absence rate. These changes are fundamental to the performance improvement requirements of Strategic Futures. 3.3 The Programme of Work The programme of work incorporates the priority issues described in section 3.2 above. The programme is set out in three sections to reflect logical groupings of the priority issues and to reinforce the focus of this strategy.

Page 23 CARRY-FORWARD PROGRAMME FROM THE 2001 HR PLAN

Page 23

Page 25

Page 27

• the Investors in People programme

• the Research staff development programme

• the ViewFinder staff survey

Page 31 THE LEGISLATIVE AND EMPLOYMENT POLICY PROGRAMME

Page 31

Page 36

Page 39

Page 46

• the Recruitment and Retention Programme

• the Policy Review Programme

• the Promoting Diversity action plan

• the Job Evaluation Programme

Page 50 STRATEGIC FUTURES AND CORPORATE PLAN

Page 52

Page 54

Page 55

Page 56

Page 60

• Workforce Planning

• Workforce Costs and Performance

• Workforce Composition

• Job Design Initiatives

• the Management Development Programme


Page 22 of 70

The format notes on page 3 describe the presentational style that has been adopted in setting out this programme of work. We have sought to compile all the relevant information for each objective – contextual information, progress to date, risk assessment notes, a description of the objective and key actions, lead responsibility, time-scales, planned outputs and outcomes, notes about evaluation, and an additional cost summary. Each objective is specifically referenced to one of the six HEFCE designated priorities (A,B,C,D,E or F), plus relevant cross-referencing to related HEFCE HR priorities where appropriate. Note About Costing Information For each objective we have included an itemised assessment of ADDITIONAL MARGINAL COSTS, calculated on a 2002/03 cost base. We have also included a cost summary showing total additional marginal costs for each objective in 2002/03, 2003/04 and recurring costs post-2004. Summary of Total Additional Marginal Costs

OBJECTIVE 2002/03 Year 2

2003/04 Year 3

TOTAL Years 2 & 3

RECURRING

95,000 67,000 162,000 45,000 Investors in People

Research Staff 82,000 65,000 147,000 65,000

ViewFinder 117,500 75,000 192,500 65,000

Recruitment & Retention 49,000 50,000 99,000 19,500

43,000 33,000 76,000 33,000

208,500 184,500 393,000 136,000

Policy Review Programme

Promoting Diversity

Job Evaluation 40,000 35,000 75,000 37,000

Strategic Futures 1,199,500 1,145,000 2,344,500 260,000

Management Development 174,500 208,300 382,800 158,500

TOTAL 2,009,000 1,862,800 3,871,800 819,000

The cost schedules exclude our assessment of additional opportunity costs, mainly attributable to University staff time designated to the programme of work.


Page 23 of 70

Carry-forward programme from the 2001 HR Plan

INVESTORS IN PEOPLE PROGRAMME OBJECTIVE: To achieve and maintain University recognition of the Investors in People Standard. CONTEXT: The University made a commitment in January 2000 to achieve the full IIP recognition during 2002. It was recognised that the standard sets a level of good practice for training and development, and should therefore be used to benchmark and quality assure its own practice. In order to help achieve this goal, the University has adopted the rigorous "building block" approach, which has enabled individual Schools and Services to seek recognition as autonomous "blocks". Once full recognition has been achieved, the emphasis will be to develop expertise in order to conduct our own internal audit and review. We will also continue to improve our own processes by embedding IIP so that it becomes an integral part of what we do. For example, a more rigorous planning and evaluation process is being developed to change the point of emphasis from reporting activity to identifying beneficial outcomes. Other activities such as Management Development will also underpin IIP and help to address some of the development areas identified in diagnostic assessments. PROGRESS TO DATE: The University’s Investors in People programme is progressing satisfactorily – at May 2002, 19 of the 26 “building blocks” have attained accreditation, and the University is on target to achieve whole organisation accreditation during 2002. The University’s decision to adopt the more rigorous “building block” approach is helping to embed many of the principles of IIP. This is reflected in the improved quality of training needs analysis and a greater emphasis upon the evaluation of outcomes. The programme has also contributed to the reform of the University’s training budget allocation model. The immediate challenge for the University is to maintain momentum with the project to ensure that the remaining building blocks address action plans and gain recognition. The building block approach has achieved this so far, and further work on planning and evaluation and support for training activities should enable us to gain whole organisational assessment during the year. In the long term, the objective will be maintenance and enhancement of our development processes to ensure that we are successful in retaining the standard. Developing internal assessment capability should help to support this process.


Page 24 of 70

01/16 Priority

M

ain

ref

x-re

f

Actions/Targets

Outputs and Outcomes

Timescale

2002/03

Additional Marginal

Cost £

B

Provision of resources to support the achievement and maintenance of organisational IIP recognition. Key actions -

B C 1. To supplement the existing staff development budget to fund School and Service training plans associated with the maintenance of IIP recognition

2. (Budgets will be "ring fenced" for

use on certain training and development activities and subject to implementation of evaluation measures)

Training & Development Manager/

Staff Development Group

Successful IIP re-assessment beginning in 2002/03. Revised budget allocation methodology will result in equality of opportunity for the development of part-time and other staff groups Improved communication, planning and people development processes

Funding for 2002-03 & 2003-04 budget allocation

£45,000 £45,000*

B 3. Provision to enable a full Organisational Assessment to take place

IIP Project Director

IIP recognition and quality assurance of development processes across the whole University

3. Autumn 2002

3. £10,000

B 4. To provide a dedicated resource base to project manage the achievement and maintenance of IIP


Maintenance of IIP structures and successful whole organisational assessment and re-assessments

4. 2002-2003 4. £25,000

B 5. To train University staff as Internal IIP Assessors


IIP will be embedded within our own quality enhancement framework Reduction in ongoing assessment costs

5. By end of 2003

5. £12,000*

+ £10,000* (in staff costs to

do assessments if re- assessment is

in 2004)

B F 6. To fund a series of development workshops on effective evaluation and objective setting for School/Service Management Teams

IIP Project Director in conjunction

with Training & Development Manager

Improved evaluation and measurement of training costs v benefits Successful IIP Assessment and re-assessments

6. 31 Jul 2003

6. £15,000

Additional Marginal Cost 2002/03 £95,000 Additional Marginal Cost 2003/04 * £67,000 Additional Marginal Cost Recurring pa £45,000


Page 25 of 70


RESEARCH STAFF DEVELOPMENT PROGRAMME OBJECTIVE: To implement a training programme to support introduction of the University Research Strategy. CONTEXT: The University Research Strategy identified staff development as one of its major supporting activities. Key elements are the development of a programme of training for those involved in research degree supervision, the introduction of a University wide mentor scheme for researchers and a programme of development workshops covering a range of topics of specific reference to both those currently research active and those wishing to develop their research activity. Each of the proposed activities incurs minimal risk as they are developed and implemented with an overall strategic framework for research in the University. The infrastructure is in place or will be developed from experience of delivery in 2001/2. Experience shows that there is significant demand and need for these proposals and hence, there is minimal risk of lack of take up or delivery. PROGRESS TO DATE: Research Degree Training Provision A pilot workshop programme was developed which provided the foundations for the development of a module of learning in support of supervisors. The module which is now in its second iteration, covers a range of topics, context, styles, regulations, examination etc, and has been delivered to 35 members of academic staff. As yet, no staff have completed the programme but all are undertaking the reflective practice period which leads up to completion. The completion of the programme will, in addition to improving understanding of the supervision programme and ultimately the quality of the student experience, permit colleagues to act as principal supervisor. Mentoring The mentor scheme has been introduced across the University and is currently in the initial development phase. Approximately 30 staff are currently being mentored and it is planned to expand this programme as part of the next phase of the staff development process. Generic Staff Development The generic staff development programme has been developed and run during the course of the year with over 120 participants attending. Each of the activities will be evaluation annually within the context of the research strategy, which itself is reviewed and revised as part of the annual monitoring of research within the University. Specific indicators will be used for each of the individual projects. For example, in the case of the mentoring proposal, mentees and mentors review their work on an annual basis within the framework of a performance monitoring proforma. Aggregated data will be submitted to Research Committee annually.


Page 26 of 70

01/16 Priority

M

ain

ref

x-re

f

Actions/Targets


Timescale

2002/03

Additional Marginal

Cost £

B

Develop and pilot delivery of Research Methods programmes

40 staff and students with research and research training needs for both research degree and research application.

End 2002/2003

£12,000

B 1. Ongoing development of the Research Supervisors Development Programme

20 Supervisors trained 1. End 2002/2003

1. £5,000

B 2. Ongoing development of the Research Staff Development Programme

100 members of staff attend training sessions on a range of research support topics

2. End 2002/2003

2. £5,000 £5,000 *

B 3. Provide opportunities for Senior staff to provide more junior colleagues with Mentor support to help their entry into research

50 members of staff mentored by experienced colleagues

3. End 2002/2003

3. £20,000 £20,000 *

B 4. Provide 2 Research and Scholarship sabbaticals per year, which will give staff the opportunity to take time out to undertake specific, planned and targeted research and scholarship activity.

2 sabbaticals delivering specified and agreed outputs, including publications and grant application

4. End 2002/2003

4. £20,000 £20,000 *

B 5. Provide 2 learning and teaching sabbaticals per year

Enhanced status of learning and teaching. Improved scholarship of learning and teaching evidenced by publication, programme development and University development programmes.

5. End 2002/2003

5. £20,000 £20,000 *



Page 27 of 70


VIEWFINDER STAFF SURVEY

OBJECTIVE: To establish the ViewFinder staff survey programme as an integral part of the University’s planning and performance review infrastructure, and as an integral part of the Human Resource Strategy. CONTEXT: One of the stated aims of ViewFinder is to provide a real opportunity for every member of staff to engage in planning the development of the University. The survey includes a specific focus upon evaluating the relevance to need of the University’s employment policies, assessing the quality of staff management practice, and informing the further development of Staffordshire University as an employer of choice. The findings of the first ViewFinder staff survey undertaken in 2001 have been used to inform this Human Resource Strategy. The findings have also been used to inform the development of Strategic Futures, including the adoption of more direct style of communication with all members of staff describing the nature of the challenges facing the University and the clear future that the University is setting for itself. ViewFinder can also provide a valuable contribution to the longer-term evaluation and review of the University’s new Corporate Plan, Strategic Futures and this Human Resource Strategy. The commitment to run the survey every two years will provide a real opportunity to involve all members of staff in the review of progress, and to build an important time-series library. ViewFinder will be used more specifically as part of the evaluation of major programmes of work included in the Human Resource Strategy, including the Management Development programme , the Promoting Diversity programme, and the continuing development of more flexible work-time options etc. By its very nature the ViewFinder staff survey provides an important long-term evaluative methodology. Evaluation of the survey itself will include year-on-year monitoring of participation rates – we were satisfied with a 64% response rate in 2001 and we believe that this reflected the professional nature of the survey conducted in conjunction with the Industrial Society/Work Foundation. We aim to achieve a 70% response rate in 2003. Following the second survey in 2003 we plan to conduct a post-survey series of staff discussion sessions with groups who have demonstrated different participation rates. The purpose will be to identify those issues and factors that promote high rates of participation and those that lead to low levels of engagement. We are particularly interested to ensure that the survey engages with an increasingly peripatetic workforce. Evaluation of the survey will also be cross-referenced with other relevant indicators including the Investors in People programme, retention and wastage rates, sickness absence analysis, and casework analysis. One of the special benefits of undertaking the survey in conjunction with Work Foundation is that their report of findings includes itemised cross-referencing of staff perceptions in Staffordshire University with their very considerable national and multi-sector benchmark database.


Page 28 of 70

PROGRESS TO DATE: As part of the 2001 HR Plan the HEFCE 01/16 funding was used to support the ViewFinder survey programme undertaken in conjunction with the Industrial Society/Work Foundation. The University’s ViewFinder action plan was published to all members of staff in February 2002, incorporating the key findings of the 2001 survey. Reflecting the success of this first comprehensive staff survey the University has decided that it will undertake ViewFinder every two years. Each survey will be accompanied by the publication of key findings to all members of staff and the preparation of an action plan focussed upon those survey findings that indicate the need for improvement. The approach to action planning includes the preparation of a University plan and local plans within each School and Service. Action plans are published to all staff, with regular progress reports at a University level and local School and Service levels. The staff reaction to the introduction of ViewFinder has been very positive, and we believe that this reflects the very open and professional way in which the survey was conducted. Trade Union representatives were actively involved in the planning of the programme, the key findings were published to all staff, and the University’s approach to action planning has been similarly open and straightforward. The challenge in 2002 is to make good progress in implementing the action plan, and to make sure that this progress is regularly communicated to all staff in the planned series of progress reports in the University newsletter and on the University web site. The risks associated with this have been managed by limiting the University action plan to just four main action groups and by ensuring that these action groups are effectively cross-referenced to other supporting action plans eg Promoting Diversity, the Job Evaluation programme, and the Active Career project. The 2003 survey is expected to present different challenges. The findings of the 2001 survey were positive in identifying Staffordshire University as a very good employer by reference to the Industrial Society’s national benchmark assessments. The 2003 survey will be conducted at a time when Strategic Futures will have started to impact upon the daily work of the University. Cost reduction programmes, performance improvements, and planned reductions in staff numbers can be expected to translate through to the survey findings next year. The management of these challenges will reflect the corporate approach being adopted as an integral part of Strategic Futures, in which direct communication to all staff is a key theme. By May 2002 the Vice Chancellor will have presented four special bulletins to all staff, in which she straightforwardly sets out the challenges facing the University, the often difficult decisions we will need to make, and a very clear programme of change and development.


Page 29 of 70

01/16 Priority

M

ain

ref

x-re

f

Actions/Targets


Timescale

2002/03

Additional Marginal

Cost £

A

C C C C C

To implement the University’s 2001 ViewFinder Action Plan Key actions – To implement the University action plan – copy attached at appendix 3, specifically including : 1. Behaviour at Work policy 2. Bullying & Harassment 3. Staff Counselling Service 4. Active Career Programme 5. Job evaluation

Director of Personnel

Staff confidence in the relevance and value of the staff survey in achieving real change and improved employment policy and practice. Improved satisfaction ratings registered in subsequent surveys. Improved recruitment and retention performance.

1. 30 Sept 2002 2. 31 Dec 2002 3. 31 Dec 2002 4. see below 5. see page 57

1. £5,000 2. £10,000 3. £20,000 *


A

C

B

C

To introduce an Active Career Programme Key actions – 1. to review existing mid-career

and pre-retirement training modules

2. to design a new Active Career programme

3. to field-test and evaluate the Active Career Programme Note – this will include the Technicians staff group, LLRS, and the Schools of Computing and Engineering & Technology

4. to introduce new secondment programmes with key collaborative partners eg SURF, the Community Volunteering Programme, NHS, and the Cabinet Office Interchange Initiative. Note – need to produce a staff secondment policy

5. to x-ref to the FEO and Promoting Diversity programmes

Head of Personnel, in conjunction

with Training Manager, FEO & Diversity Manager, plus outsourced

work with DBM.

As above, including specific improvement in satisfaction ratings in subsequent surveys.

1. Summer 2002 2. 30 Dec 2002 3. 31 July 2003 4. Commencing Summer 2002 5. Ongoing

1. £2,500

2. £10,000

3. £10,000 *

4. £5,000 *

Additional Marginal Cost 2002/03 £27,500 Additional Marginal Cost 2003/04 * £15,000 Additional Marginal Cost Recurring pa £ 5,000


Page 30 of 70

01/16 Priority

M

ain

ref

x-re

f

Actions/Targets


Timescale

2002/03

Additional Marginal

Cost £

A

B

B

To implement the School & Service ViewFinder 2001 action plans Key actions – 1. to validate School & Service

action plans, including x-ref to IinP diagnostic assessments

2. to validate staff

communication arrangements 3. to validate progress review

and reporting arrangements 4. to support direct cost actions

eg training, follow-up survey and diagnostic work

Personnel Manager,

in conjunction with relevant SMT.

As above, including specific improvement in the local level satisfaction ratings in subsequent surveys.

1. 31 July 2002 2. 31 July 2002 3. 31 July 2002 4. 31 Oct 2002

4. £25,000 *


A

To undertake the ViewFinder 2003 staff survey Key actions – 1. evaluation of the 2001 survey

management process and programme

2. preparation of 2003 survey

content, including staff discussion groups

3. communication programme 4. survey period 5. analysis of findings and report 6. communication of findings 7. production of action plans

Director of Personnel, in conjunction with The Work

Foundation

Consolidating the integration of ViewFinder into the University’s planning and review infrastructure. Consolidation of staff confidence in the University’s long-term commitment to the value of the staff survey. Medium term evaluation of key objectives within Strategic Futures and the Human Resource Strategy.

1. 30 Nov 2002 2. 31 Jan 2003 3. Commencing Jan 2003 4. 31May 2003 5. Summer 2003 6. 30 Sept 2003 7. 31 Oct 2003

Total cost £30,000

Additional Marginal Cost 2002/03 £30,000 Additional Marginal Cost 2003/04 £15,000 Additional Marginal Cost Recurring pa £15,000


Page 31 of 70

The Legislative And Employment Policy Programme

RECRUITMENT AND RETENTION PROGRAMME

OBJECTIVE: To ensure that the University's workforce has the composition and range of skills needed to support the achievement of its Corporate Plan. On this basis, the University plans to: • Improve the operational performance of the University’s recruitment practices • Take specific action to address identified recruitment and retention problems • Develop a new recruitment practice to respond to new and emerging needs within the

University and the external environment. • Incorporate within its recruitment practice an equality proofing rigour which aligns with the

University's Promoting Diversity Programme. The actions set-out in this programme will aim to ensure that senior managers within the University understand the importance of taking a strategic approach to recruitment and selection as an integral part of workforce planning processes. It will also ensure that senior managers understand that by improving recruitment and selection processes, this reduces the scope for performance issues in the future. CONTEXT: Following a review in 1999, the University made a number of changes to improve the operational efficiency of the recruitment and selection process. This review provided the basis to update the practical guidance to managers involved in staff recruitment and to develop appropriate training support. During the period January 2001 – December 2001, the University advertised 284 vacancies. Of these vacancies, 61 (21%) were for academic posts, and 223 (79%) for support staff posts. Staff recruitment activity during 2002 has reduced due to the current vacancy management and workforce planning procedures in place. The overall duration of the recruitment process from vacancy received by Personnel to appointment of candidate has been assessed at 3.6 months per vacancy (this includes the successful appointees notice period). Completed application return rates as a percentage of preliminary enquiries is 45%. The number of first-time successful appointments to vacancies is 90%.


Page 32 of 70

PROGRESS TO DATE: As part of the 2001 HR Plan, Personnel Services has undertaken a detailed analysis of the existing recruitment and selection processes within the University. This work has resulted in a fully documented process map describing forty-three stages of recruitment, which occur for each individual vacancy managed by Personnel Services. Information from this detailed analysis has led to a range of proposed actions to improve the existing recruitment practices within the University. Work has been undertaken to conduct a manager and candidate survey, which is scheduled to run during May 2002. These findings will be used to validate and enhance the process mapping exercise and to ensure that the review process embraces the views of key players in the University’s recruitment and selection activities. A desktop research assessment of modern best practice recruitment has been undertaken including consideration of professional codes of practice (CIPD, ACAS, Industrial Society, CRE and EOC) and other relevant sources (including the Investors in People Recruitment and Selection Model and Croner’s Guide to Recruitment and Selection). These actions will form the basis for a new recruitment and selection policy and underpinning framework of procedures which will introduce an on line recruitment and selection tool kit for managers, containing all standard documentation required in the process. Further analysis has been undertaken to capture all relevant information relating to advertised vacancies since 1st January 2001. This analysis has included information on the overall duration of the recruitment and selection process per vacancy, applicant yield by publication and cost, an assessment of the volume and cost of repeat advertising, application return rates and number of successful appointments. This analysis has highlighted specific types of post that demonstrate difficulty in attracting candidates and cases where the calibre of the candidate field was not as high as expected. In addition the analysis has provided specific information relating to the frequency of posts advertised and the retention rates of staff within those posts. During 2001, and as part of the 2001 HR Plan, all Personnel Managers have become qualified administrators and interpreters in the use of proprietary Occupational Personality Questionnaires. The use of OPQ’s and assessment centre techniques is well established throughout the University. The increase in the University's internal capability has achieved qualitative service improvements and reduced the direct costs involved in outsourcing this work. New employment arrangements for Professors and Research Staff, including Job Descriptions and Person Specifications, selection and appointment arrangements, remuneration and performance review arrangements, have been developed. A comprehensive consultation programme was completed in February 2002. The outcome of the consultation exercise is currently being assessed. It is planned that by September 2002 the University will have new arrangements in place that can directly support the new Research Strategy and the new Research Institutes.


Page 33 of 70

01/16 Priority

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Lead Responsibility


Timescale

2002/03

Additional Marginal

Cost £

A

B

C C C C

Implement a revised recruitment process. Key actions: 1. Research and develop a

process for job role analysis. 2. Create a revised recruitment

process focussed on levels and categories of post.

3. Review and improve quality of

information provided to applicants.

4. Review and amend application process incorporating equality proofing.

5. Implementation of web based application facilities.

6. Review style content and

placement of advertisements. 7. Review and update protocols

for job share, secondments and joint appointments.

Head of Personnel

1. Introduction of job

analysis techniques. 2. Improved quality of

recruitment and selection arrangements.

3. Increase the number of first time appointments from 90% to 95%.

4. Revised application process.

5. Procurement and

usage of web based software.

6. Increase the number of first time appointments from 90% to 95%.

7. Revised protocols introduced.

1. 31 July 2003 2. 30 Sept 2003 3. 30 Apr 2003 4. 30 Apr 2003 5. 31 Aug 2003 6. 30 Apr 2003 7. 30 Apr 2003

1. £5,000 4. £5,000 5. £10,000 * 6. £5,000 7. £2,000


A F

B

C

Implement a revised selection process. Key actions: 1. Develop a revised framework

for the screening of applicants against criteria.

2. Review and implement training for managers in recruitment and selection.

3. Review the use of references within the recruitment process.

4. Review practice in use of selection tests.

5. Review provision of feedback to candidates.

6. Review practice of pre-employment checks.

7. Review content of appointment documentation including contract of employment.

Head of Personnel

1. Revised framework to be

implemented. 2. Training implemented for

managers. 3. Revised policy statement. 4. Revised policy statement. 5. Revised policy statement. 6. Revised policy statement. 7. Revised appointment

documentation and contract of employment.

1. 30 Sept 2003 2. 31 Dec 2003 3. 30 April 2003 4. 31 Jan 2003 5. 30 Apr 2003 6. 30 Apr 2003 7. 31 May 2003

2. £10,000 £10,000 * 3. £1,000 4. £1,000 6. £1,000 7. £5,000



Page 34 of 70

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Timescale

2002/03

Additional Marginal

Cost £

A

F

C

Action to address the attraction of suitable candidates. Key actions: 1. Review University data on non-

recruitment or poor candidate field vacancies.

2. Undertake job candidate survey.

3. Review pay and reward mechanisms of vacancies.

4. Review relocation scheme and redeployment assistance.

5. Undertake analysis of the Flexible Employment Options (FEO) pilots.

6. Analyse information of new employees from ViewFinder.

Head of Personnel in conjunction with Director of Personnel and Project Leader (FEO/Diversity)

1. Establish University’s

critical areas for recruitment issues.

2. Analysis of non-progression of expressions of interest in vacancies.

3. Obtain information on remuneration and benefits from national, local and sector specific markets.

4. Revised policy statement.

5. Analysis and report of pilot programmes.

6. Analysis of feedback and action planning to accommodate findings.

1. 31Mar 2003 2. 31 Aug 2002 3. 31 Dec 2003 4. 31 Dec 2003 5. 30 Jun 2003 6. 31 Dec 2002

2. £10,000 3. £12,500 * 4. £10,000 *

Additional Marginal Cost 2002/03 £10,000 Additional Marginal Cost 2003/04 * £ 22,500 Additional Marginal Cost Recurring pa £10,000

A

D

B

B

Review Management processes to support recruitment and selection. Key actions: 1. Commission and install the

recruitment module of ResourceLink.

2. Provide training for key members of the ResourceLink team in the writing of bespoke reports.

3. Provide training to two members of the Personnel Management Team in recruitment, selection and best practice.

Head of Personnel in conjunction

with ResourceLink Project Manager

1. Improve tracking and

monitoring of vacancies.

2. Eleven individuals

trained in report writing. 3. Undertaken best

practice training in recruitment and selection.

1. 31 Aug 2002 2. 31 Aug 2002 3. 31 Jan 2003

2. £3,000 3. £1,000

Additional Marginal Cost 2002/03 £4,000 Additional Marginal Cost 2003/04 £0 Additional Marginal Cost Recurring pa £2,000


Page 35 of 70

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A

F

D

D

Action to address the retention difficulties of University employees. Key actions: 1. Review of high turnover rate

posts, low turnover rate posts and performance histories within the University.

2. Review employment package against competitors for high turnover areas.

3. Commission and implement

an Active Career project for high turnover and low turnover areas.

4. Implement an exit survey for staff leaving the University.

5. Introduce an exit interview

procedure.

Head of Personnel in conjunction with Director of Personnel

1. Identification of critical

areas to inform action planning.

2. Obtain information on

remuneration and benefits from national, local and sector specific markets.

3. Establishment of new career progression routes.

4. Analysis of completed

responses to inform management actions.

5. Implementation of new procedure.

1. 30 Jun 2002 2. 31 Dec 2003 3. 31 Jul 2003 4. 31 Dec 2002 5. 31 Dec 2002

2. £7,500 *

Additional Marginal Cost 2002/03 £0 Additional Marginal Cost 2003/04 * £7,500 Additional Marginal Cost Recurring pa £0


Page 36 of 70


THE POLICY REVIEW PROGRAMME

OBJECTIVE: To introduce updated employment policies and practice that reflect the University's development agenda and support satisfactory performance levels. The ‘Green Book’ sets out the University’s Pay and Conditions and Employment Related Matters. There is a clear need to update the content of the ‘Green Book’ to reflect changes in employment legislation, developments in the employment practice of the University and to address individual and organisational poor performance. The five main areas of foci are sickness absence and attendance management, performance improvement (capability), Disciplinary matters, Grievance, and Behaviour at Work (managing harassment). These areas of work will require a three-staged approach to organisational improvement, namely: • An important foundation building stage to establish new policies, procedures and good

working practice • The embedding of both the management skills and the knowledge of the University policies,

procedures and good practice through the University Management Development Programme • The evaluation of these changes to assess the organisational improvement and to inform a

continuous cycle of performance improvement within the University. This major programme of work to up date the ‘Green Book’ is regarded to be an integral part of the University’s strategy to modernise its employment policies and practice. CONTEXT: The University has established that effective performance management is needed to ensure that scarce resources are channelled effectively and efficiently to deliver the University’s Corporate Plan. Through the development of performance management in these areas, the University will be able to confidently workforce plan using current and historical organisational specific data. Recruitment and selection practices are an important factor in minimising performance issues – if individuals are appointed through a thorough and relevant selection process, the risks of inappropriate appointments are reduced. This area of organisational performance is fully covered earlier in this programme of work. The 2001 ViewFinder staff survey highlighted that harassment and bullying within the University was an area of concern. The University has set up a working group to act upon the findings of the Industrial Society survey and address this area of concern. This objective is fully described in the ViewFinder section on page 35.


Page 37 of 70

For the period January-March 2002 Personnel Services activity analysis illustrates the following casework relating to the five areas of foci: No of cases • Sickness Absence 24 • Performance Improvement 13 • Disciplinary 2 • Harassment 0 • Grievance 11 PROGRESS TO DATE: During 2001/02 the University began work on the important foundation building stage with the commencement of a full review of the University's key employment policies and procedures. This baseline assessment identified the five priority areas for addressing individual and organisational poor performance. These are: • Sickness Absence and Attendance Management • Performance Improvement (capability) • Disciplinary matters • Grievance • Behaviour at Work (managing harassment) Personnel Managers, led by the Head of Personnel, will be responsible for the development and implementation of this important area of work. The group will be responsible for drafting new procedure, guidance notes and accompanying training support, for these areas, reflecting the needs of the University, current and emerging employment legislation and good practice.


Page 38 of 70

01/16 Priority

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Timescale

2002/03

Additional Marginal

Cost £

F

Re-write of University policies dealing with workplace performance: Key actions: 1. Performance improvements

(capability). 2. Sickness absence. 3. Disciplinary. 4. Behaviour at Work 5. Grievance 6. Equal opportunities

Head of Personnel

Revised policies implemented in all areas. Improved casework management indicators.

1. 31 Oct 2002 2. 31 Jan 2003 3. 31 Oct 2002 4. 30 Sept 2002 5. 31 Oct 2002 6. 31 Dec 2002

1. £5,000 2. £5,000 3. £2,000 4. £2,000 5. £1,000 6. £5,000

Additional Marginal Cost 2002/03 £20,000 Additional Marginal Cost 2003/04 £10,000 Additional Marginal Cost Recurring pa £10,.000

F

B

Provide professional updating for Personnel Managers in employment best practice. Key actions: 1. Performance improvements

(capability). 2. Sickness absence 3. Disciplinary. 4. Behaviour at Work 5. Grievance 6. Equal opportunities

Head of Personnel

CPD and best practice updating in all identified areas.

1. 31 July 2002 2. 31 Oct 2002 3. 31 July 2002 4. 30 June 2002 5. 31 Jul 2002 6. 30 Sept 2002

£3,000


F

B

Provide training to School/ Service Managers in University policies and employment best practice. Key actions: 1. Performance improvements

(capability). 2. Sickness absence 3. Disciplinary. 4. Behaviour at Work 5. Grievance 6. Equal opportunities

Head of Personnel

Best practice training delivered in all identified areas.

1. 31 Aug 2003 2. 31 Aug 2004 3. 31 Aug 2003 4. 31 Aug 2004 5. 31 Aug 2003

£20,000 £20,000 *



Page 39 of 70


PROMOTING DIVERSITY ACTION PLAN

OBJECTIVE: To develop relevant equal opportunities targets and the implementation of good practice throughout the University. To ensure equal pay for work of equal value using University-wide systems of job evaluation. CONTEXT: Staffordshire University aims to become ‘an employer of choice for all’. We recognise the benefits of having a diverse workforce which reflects the profile of the local population and which could also have a positive impact on the diversity of the student population. The business case for diversity is strong and includes many benefits such as recruitment and retention performance improvements as well as a reduction in absence costs and increased effectiveness of the workforce. The employee and student experience should be a fulfilling, learning and developing experience which allows the University to utilise the synergistic effects of drawing on a wide range of skills and knowledge from a variety of cultures and backgrounds. By having a workforce with a diverse profile including race, ethnicity, disability, gender, sexual orientation, religion and age the University will not only be able to benefit from harnessing a wealth of ideas and experiences but will also visibly demonstrate to students and employees alike that we are committed to providing an environment that fosters equal opportunities for all. ‘Cultural diversity creates an environment in which individual differences are evident, different means to an end are respected, and the talent and attributes of people from different backgrounds and heritages are fully valued, utilised and developed. Such an environment, we believe, can achieve superior business results.’ Greenslade 1991. If the University is to grow in the increasingly competitive environment of HE we recognise that our excellent track record of widening participation for students needs to be reflected in our approach to the recruitment and retention of our staff. We also recognise that this is just the first stage in a long development process and that we need to make significant changes to the culture of the organisation. The first phase in this process is to understand the current situation within the University in terms of staff profile and culture, to ensure that current legislative requirements are being met effectively and to anticipate and assess the impact of any future legislation. The second phase is to develop a culture that allows and encourages the growth of a more diverse staff and student population which in turn will ensure the long-term growth of the University. To do this we need to have a recruitment process in place that provides equal opportunity for all members of the community and disadvantages no one person or group. We also need to establish an environment and culture that nurtures a diverse workforce, that understands the needs of all its employees and which will endeavour, where business needs allow, to meet those needs.


Page 40 of 70

The third phase is to actively engage with all groups within the community to widen participation for staff and students. The University aims to be recognised as a beacon organisation within the community and to provide support to other businesses and organisations by sharing best practice as a centre of excellence on all diversity issues. These three phases are not viewed as discrete projects running sequentially but as inter-linked parallel themes which are already being implemented across the University. We will be able to measure the success of our efforts by using performance indicators such as staff turnover levels and absence levels, by getting feedback from employees through ViewFinder, exit interviews and recruitment surveys and ultimately by being recognised as an example of excellence within the community. This diversity strategy is not a short-term solution or a ‘quick fix’ for specific issues. It is part of the new philosophy of the University which will introduce long-term, sustainable solutions to enable the University to excel as a dynamic learning community and become an employer of choice for all. PROGRESS TO DATE: A new 3-year Promoting Diversity Action Plan was formally adopted in November 2001 following a comprehensive consultative programme. This action plan includes number of key findings of the 2001 ViewFinder survey. A new Promoting Diversity Team was established in February 2002 and is supported by the direct and active involvement of the Vice Chancellor & Chief Executive and the Director of Personnel. A Diversity Working Group will be established to support the Diversity Team and will include representatives from a wide range of staff groups and departments as well as Trade Union and student representatives. There are significant challenges ahead and persuading employees that a celebration of diversity can bring real benefits will not be easy. However, by working in partnership with the Trades Unions and adopting an inclusive approach we will endeavour to engage with all our employees to make the process an interactive and learning experience. Some specific areas of work have already been addressed: • work-life balance issues are high on the agenda at Staffordshire University and being

recognised as a category winner at the Employer of the Year Awards 2001(West Midlands Region) reflects the efforts already taking place to improve our standing as a good employer. Pilot applications of flexible work arrangements commenced in autumn 2001 as part of the University’s 3-year Flexible Employment Options Project

• in January 2002 the University commenced a rolling programme to apply a proprietary, factor-based job evaluation methodology, initially throughout all locally determined pay arrangements

• in February 2002 the training budget allocation methodology was reformed to provide equality of access to training for all employees based upon assessment of training need

• in April 2002 the University made the change to an all-monthly payroll service. This change is an integral part of the programme to harmonise styles of employment within the University

• in May 2002, the University learnt that it had been successful in its application to the Department of Trade and Industry Work Life Balance Challenge Fund

• work has commenced to ensure that the University complies fully with all aspects of diversity-related legislation

• a comprehensive review of the recruitment and selection process is underway as described on pages 31-35.


Page 41 of 70

The nature of diversity means that it permeates all other issues within the University and many of the actions identified in this plan will be undertaken by groups other than the Promoting Diversity Team. However, it is intended that although the team will not necessarily lead every action they will be actively involved in and make a significant contribution to all aspects of the plan with a particular focus upon co-ordinating the coherence of the Promoting Diversity Programme.

01/16 Priority

Ma

in re

f

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Lead Responsibility


Timescale

2002/03

Additional Marginal Cost

£

C

Establish Diversity Team. Key actions – 1. Office equipment and furniture. 2. Operating costs, eg salaries, travel, overheads etc.

Diversity Programme Manager

Establishment of appropriate work environment and funding of operational costs for Diversity Team.

1. 31 July 2002 2. 31 July 2003

1. £9,000 2. £62,000 £62,000 *

C

D

Production of a detailed baseline equal opportunity staffing profile, including ethnic origin. Key Actions – 1. Provide training for Diversity Team members on the Personnel/Payroll report writing system


To benchmark data against local population and set baseline data to measure trends over time.

1. 30 Sept 2002

1. £5,000

C

To develop action plans to target under-represented groups Key actions- 1. Identify under-represented groups University-wide 2. Identify under-represented groups by staff category 3. Prioritise areas for action 4. Develop action plans


To improve the representation of under-represented groups

1. 30 Sept 2002 2. 30 Sept 2002 3. 30 Dec 2002 4. 31 Mar 2003

C

Regular review of staffing needs. Key actions- 1. Diversity climate survey Diversity Programme Manager plus

outsourced work to the Work Foundation

To establish a clear profile of diversity issues and identify further actions.

First survey completed by Dec 02

£20,000


Page 42 of 70

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2002/03


£

C

Review of all relevant current and future legislation. Key actions - 1. Race Relations Amendment

Act 2. Equal Treatment Directive 3. Human Rights Act 4. Corporate Social

Responsibility 5. Work and Parents:

competitiveness and choice 6. Fixed Term Work 7. Disability Discrimination Act


To ensure compliance and to promote positive relations with all groups within the University community

1. 31 May 2002

31 Oct 2002

C

A

Comprehensive review of the recruitment and selection process (see pages 31-35)

Head of Personnel

To ensure equal opportunity and access for all sectors of the community

30 Apr 2003

C

B

Review of induction process. Key actions – 1. Review Welcome Day content to include diversity issues. 2. Investigate use of mentors for new starters, see page 35


To ensure equal and appropriate treatment of all new starters and to emphasise the diversity values of the University

To be included

in 2002/2003 staff development

group work plan

C

B

Review of appraisal process to include performance targets for diversity.


To ensure that managers and employees understand the importance placed on diversity issues within the University. To make managers accountable for diversity issues

To be included


group work plan

C

A

Review of all pt/fixed term/temp/casual employment arrangements, see page 52

Head of Personnel

To ensure equal and fair treatment of all employees from all sectors of the community

31 Aug 2003

B

C

To provide opportunities for 25 Part-time Lecturers to attend the Lecturers survival skills 3 day Programme

Directors of LDC

Equality of opportunity for part-time staff. Enhancements to quality of teaching delivery

To commence Sept 2002

£15,000 £15,000*


Page 43 of 70

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2002/03


£

C

E

Introduction of job evaluation scheme, see page 46

Director of Personnel/Head of Personnel

To ensure equality of treatment and opportunity for all

30 Nov 2002

C

B

Review of training and development policy to include diversity awareness for all staff. Key actions – 1. General awareness training 2. Specific training, eg Disability

Discrimination Act, Race Relations Amendment Act


To instigate a culture change and ensure all staff understand and accept the need for a diverse community

To be included


group work plan

£70,000 £75,000*

C

E D

Equal pay audit. Key actions – 1. Establish working group

including trade union and employee representatives from all staff groups.

2. Analysis –

• Review of equal pay policy • Analyse Workforce

composition • Identify ‘Equal work’ groups • Pay and benefits comparison • Pay gap and pattern analysis

3. Diagnosis –

• Establish causes of inequality • Consider justification • Identify remedial action

4. Action –

• Agree programme of action including timescales, lead personnel, communication programme and trade union involvement.

• Establish monitoring and evaluation processes


To ensure equal pay for work of equal value across all ‘equality areas’.

1. 31 Oct 2002 2. 31 Mar 2003 3. 30 June 2003 4. 31 Oct 2003

2. £2,000


Page 44 of 70

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2002/03


£

C

A

Review of relevant Personnel policies. Key Actions- 1. Equal opportunities policy

Diversity Programme Manager 2. Bullying and harassment policy,

see page 37 Director of Personnel

3. Behaviour at work policy,

see page 37 Director of Personnel

To provide a clear statement of the University’s commitment to diversity, equality of opportunity and professional standards.

1. 31 Dec 2002

2. 31 Dec 2002

3. 30 Sept 2002

C

A D

Review of job designs, see pages 56-59

Head of Personnel

To design modern flexible job contracts appropriate to today’s work environment so that all roles within the University are open to a wide a range of people as possible

May 2003

C

A

Review of reward strategy, see page 35

Director of Personnel/ Head of Personnel

To ensure appropriate retention levels for all staff groups

31 Oct 2002

C

B

Communication of Diversity issues. Key actions - 1. Active participation in

relevant internal projects such as Disability Forum, Race For Education, FEO, Active Career Programme (see page 29).

2. Active participation and

collaboration with relevant external projects and organisations such as Athena Project, ECU, CRE etc

3. Training and awareness-

raising within University –presentation equipment


To develop the University profile in order to be recognised as a lead organisation for diversity issues

1. Ongoing 2. Ongoing 3. Ongoing

2. £2,500 £2,500* 3. £3,000

C

Investigate the appropriateness of the Work-life Balance Standard for Staffordshire University


To use the work-life balance standard as a tool for introducing culture change within the organisation

By March 2004

£10,000*


Page 45 of 70

01/16 Priority

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2002/03


£

C

Introduce diversity award scheme Key actions- 1. Consult with key staff

members 2. Investigate external

collaborative partnerships 3. Design scheme 4. Communicate scheme 5. Organise first award ceremony


To highlight the University’s commitment to diversity issues, raise awareness within the staff, student and local community populations and reward progress on diversity issues.

1. 30 Jun 2002 2. 30 Sept 2002 3. 31Jan 2003 4. 31 Mar 2003 5. 31 July 2003

£20,000 £20,000 *



Page 46 of 70


JOB EVALUATION PROGRAMME

OBJECTIVE: To implement a programme for the progressive implementation of a selected proprietary job evaluation methodology. CONTEXT: The University supports the encouraging progress being made as part of the new national negotiating arrangements to introduce job evaluation methodologies and associated equal pay review and role analysis arrangements. At a local level there are three developments that reinforce the need to introduce job evaluation methodologies. The University’s Promoting Diversity action plan includes specific commitments to introduce job evaluation to support the equal-pay-for-work-of-equal-value programme and the planned review of the University’s recruitment, selection and appointment arrangements. These reforms are central to the University’s Promoting Diversity agenda. One of the key findings of the 2001 ViewFinder staff survey was the need to improve the perceived fairness of job grading arrangements across the University. The action plan prepared in response to this finding includes action to introduce a more straightforward job-grading review procedure alongside a longer-term programme to introduce proven job evaluation techniques. Strategic Futures includes the requirement to develop new job designs and systems of work that can provide a better match to planned changes in the academic profile and the anticipated changes in modes of study and learning. The introduction of job evaluation techniques, accompanied by the parallel introduction of skills profiling, will be used to support the design of new jobs and systems of work, and the design of accompanying remuneration arrangements. Future assessment of the job evaluation programme will include a range of quantitative and qualitative approaches. In the context of Strategic Futures the future analysis of the University’s staff costs will be especially important. It is for this reason that we would prefer to adopt a job evaluation product that includes access to pay and remuneration analysis both within the HE sector and elsewhere, and at national, regional and local levels. Evaluation will also include an assessment on the impact of those remuneration arrangements reformed as a consequence of job evaluation findings upon recruitment, retention and separation rates. The 2003 and subsequent ViewFinder surveys will provide an important evaluation of the perceived fairness of the University’s approach to job sizing and the cross-referencing linkage to the Promoting Diversity programme.


Page 47 of 70

PROGRESS TO DATE: The 2001 HR Plan included an objective to begin pilot applications of a proprietary factor-based job evaluation scheme. This work commenced in January 2002 with the adoption of the Reward Group methodology as part of a major review and re-design of the University’s management salary scale. This programme of work will be completed in June 2002. In May 2002 the Board of Governors Remuneration Committee commissioned the use of the Reward Group scheme to review and evaluate the Executive Team job roles. One of the specific benefits of the Reward Group scheme is the opportunity to cross-reference the job evaluation profiles with external pay and remuneration comparisons. The early-stage focus of the job evaluation programme will be upon those staff groups whose terms and conditions of employment are determined at local level, and a specific attention to the broad range of part-time, temporary and fixed term staffing arrangements operating across the University. This phase of work will also include all planned staff review programmes and those new job designs associated with Strategic Futures. During 2002 it is expected that the programme will include Professors, Research staff, the Technicians staff group, and part-time, temporary and fixed term staff group. By November 2002 the University will have selected the proprietary job evaluation system for normal operational use. The preference is to adopt an integrated twin-track approach, operating a system that can offer external benchmark and market salary comparison functionality alongside the HE HERA system that can provide useful linkage to both the national sector negotiating machinery and other employers within the HE sector. The programme to implement job evaluation methodology whilst not ambitious outside the HE sector is recognised to present real challenges within the HE sector. At Staffordshire University we will plan the programme carefully and we will build our operating experience on a step-by-step basis. An essential part of our approach will be to develop the programme in conjunction with the Trade Unions and we will establish a standing joint Job Evaluation Steering Group to manage and co-ordinate the programme. Another early action in the preparation programme will be to ensure that the Personnel Management Team and all members of the joint Job Evaluation Steering Group receive appropriate professional training in the application of generic factor-based job evaluation techniques. We also recognise that job evaluation can all too often become an expensive industry in its own right, and that this can be accompanied by a tendency to under-estimate the volumes of work involved in both introducing and servicing a whole University programme. We will manage this risk by developing a staged implementation programme incorporating structured review phases and ‘consolidation gaps’, co-ordinated by the joint Job Evaluation Steering Group.


Page 48 of 70

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Lead Responsibility


Timescale

2002/03

Additional Marginal

Cost £

E

B

To establish the Job Evaluation programme infrastructure Key actions- 1. Establish the Joint Job

Evaluation Steering Group 2. Training of Personnel

Management Team and Steering Group

3. Selection of the proprietary job evaluation methodology

4. Steering Group to develop a phased implementation programme (see below)

5. Steering Group to develop a staff communication plan


Head of Personnel

A project plan and supporting infrastructure that will manage and co-ordinate a long term operational development programme

1. 31 Aug 2002 2. Commencing

Sept 2002 3. 30 Nov 2002 4. 31 Oct 2002 5. 31 Oct 2002

2. £5,000 3. £10,000 *


E

C

B

To develop and introduce a new job-grading review procedure Key actions – 1. Establish a joint working group 2. Research best practice 3. Design new procedure and

accompanying procedure notes

4. Manager briefing sessions 5. All-staff communication as part

of the ViewFinder action plan progress reports

6. Implementation of new procedure

Head of Personnel

Personnel Managers

An operational procedure that can operate both independently using existing job classification arrangements and can also link to the progressive implementation of new job evaluation methodologies.

1. 31 Aug 2002 2. 30 Sept 2002 3. 31 Oct 2002 4. 30 Nov 2002 5. 30 Nov 2002 6. 31 Jan 2003

Additional Marginal Cost 2002/03 £0 Additional Marginal Cost 2003/04 * £0 Additional Marginal Cost Recurring pa £0


Page 49 of 70

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2002/03

Additional Marginal

Cost £

E

C

C

C

To implement the phased job evaluation implementation programme (as above) Key actions – 1. Selection of priority

applications eg in 2002 this is expected to include Professors, Research staff, Technicians, and part-time, temporary and fixed term staff groups

2. Integration of the priority application programme into the overall project plan (as above)

3. To monitor and evaluate the step-by-step implementation programme

4. To monitor and assess the cost-benefit analysis, including additional pay contingency and equal pay impact


Head of Personnel Joint Job Evaluation Steering

Group

A standard operational methodology that supports the maintenance of equal pay review arrangements, job grading review procedures, and new job design initiatives

1. 31 Oct 2002 2. 31 Oct 2002 3. as per project

plan 4. as per project

plan

4. £25,000 *



Page 50 of 70

STRATEGIC FUTURES AND CORPORATE PLAN

OBJECTIVE: To achieve those changes in the overall composition and cost profile of the employed workforce that are required to support Strategic Futures including the University’s cost reduction programme. The programme of work to achieve this objective is set out under five headings – 1. Workforce Planning describing those arrangements needed to support the achievement of the

Strategic Futures workforce re-profiling

2. Workforce Costs and Performance describing the staff-related cost reduction and performance improvement programme

3. Workforce Composition describing changes that support the Strategic Futures workforce re-profiling agenda and the cost reduction programme

4. Job Design Initiatives describing the development of new employment arrangements that are needed to support Strategic Futures investment priorities.

5. Management Development Programme

CONTEXT: Strategic Futures includes the requirement to change the composition of the employed workforce to support a different student and client base, a different pattern of academic provision, and different modes of study and learning. Strategic Futures also incorporates a cost reduction programme as part of a new three-year financial plan, that includes planned reductions in the University’s staffing costs. Strategic Futures requires a re-profiling of the employed workforce to provide a better match to new academic provision and modes of study and learning. It is also expected that the University will employ fewer people and that there will be a more diverse pattern of employment with the University. Part Two, section 2.3 on page 16 sets out the baseline workforce profile that has informed the objectives included in the plan. Because Strategic Futures represents the major corporate development programme for the next three years, the monitoring and evaluation of its achievement will be fully integrated into the University’s senior management infrastructure. The objectives set out in this part of the Human Resource Strategy are central to Strategic Futures. Progress in achieving the objectives will be included in standard management information reports presented to School & Service Management Teams, the University Management Team, Executive Team and the Board of Governors on a regular scheduled basis. This approach serves to underline that the Human Resource Strategy is an integral part of Strategic Futures and emphasises that the objectives set out in the pages that follow represent, along with a changing academic profile and financial plan, the core elements of Strategic Futures. Monitoring and evaluation will not therefore be a set of special arrangements designed for a specific application as part of this strategy. Monitoring and evaluation will be an integral part of the University’s senior management operating infrastructure. It is also important to explain that the preparation of a new Corporate Plan in 2003 will be used to review Strategic Futures and the significant part of this strategy that supports Strategic Futures.


Page 51 of 70

It is expected that the Corporate Plan will include designated review phases, and these will be used to review this supporting strategy. PROGRESS TO DATE: The 2001 HR Plan included a range of developments that can now be applied to support the Strategic Futures workforce agenda. The ResourceLink system was commissioned during 2001. The enhanced functionality of the system has improved the ability to produce relevant and meaningful workforce information and performance reports. During 2002 additional modules eg Recruitment and Training will be implemented, and further staff training in the use of the system will be undertaken. During 2001 the University implemented its first workforce plan based upon an activity based costing (ABC) model. The plan identifies indicative required staffing levels in different staffing groups and is used to inform budget setting and changes in workforce profile. The ABC model is now well established as an operational workforce planning methodology. Strategic Futures requires the further development of the ABC model, specifically to broaden it from an input-based approach to one that also incorporates added-value and outcome measures. To complement the ABC workforce plan a new workforce planning process was implemented in autumn 2001. Aligned to the ABC workforce plan, the new arrangements provide a robust control and risk-management framework in relation to staffing appointments and staffing changes. These workforce planning arrangements also support good employment practice in relation to recruitment, selection and appointment practice. With effect from August 2002 the workforce planning process will be specifically targeted to support the workforce profile changes required to achieve Strategic Futures. This will include a general reduction in the number of employed staff and a more active re-deployment programme, especially in relation to managerial, administrative and other support staff. The progress made during 2001 has been to implement a new integrated information system, to put in place a University Workforce Plan that identifies indicative staffing levels, and to introduce an accompanying planning infrastructure. Workforce planning is assessed to be a central component of the Human Resource Strategy, and there is a requirement to develop a dedicated workforce planning capability within the University over the next few years. Whilst these progress notes reflect the confidence that we now have effective workforce information and planning arrangements in place, the objectives set out in this part of the strategy are particularly challenging. The objectives focus upon those aspects of Strategic Futures that require reductions in the number of employed staff, reductions in overall staffing costs, and significant improvements in performance. The direct involvement of the senior Personnel Management Team in the preparation of Strategic Futures has been particularly helpful in enabling us to feel confident that we have a realistic assessment of the challenging programme of work ahead. This rigorous planning is an important part of the risk management approach that is being applied to Strategic Futures. The Personnel Management Team will be holding special ‘away-day’ planning sessions in June and September 2002 to continue the detailed planning of this major programme of work. This project planning approach will also be reinforced by the scheduled performance monitoring and evaluation arrangements applying to the whole Strategic Futures agenda, as described in the ‘context’ notes above. The corporate significance of Strategic Futures will be underlined by its inclusion in the up-dated University Risk Schedule to be prepared by the University Secretary in June 2002. The objectives set out in this strategy, and the accompanying project plans, will be used to inform the inclusion of Strategic Futures into the Risk Schedule.


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01/16 Priority

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Lead Responsibility


Timescale

2002/03

Additional Marginal

Cost £

D WORKFORCE PLANNING:

D

To implement a Workforce Planning Process to support the achievement of Strategic Futures. Key actions: 1. To review the operation of the

2001/02 arrangements 2. To assess the key workforce

change requirements during the 3-year planning period

3. To design the new Workforce Planning Process

4. To produce an internal staff re-deployment policy and programme

5. To brief UMT and SMTs appropriately


A workforce planning infrastructure that will support achievement of the workforce changes required by Strategic Futures. This will include a staff re-distribution programme and a reduction in the total number employed.

1 & 2 – June 2002 3. 1 Aug 2002 4. 1 Aug 2002 5. Aug to Sept 2002

D

C

C

To audit the employment status profile by staff group and School & Service. Key actions: 1. ResourceLink information

report 2. Quality audit of contract

types, contract period and renewal /expiry arrangements etc

3. Produce a permanent/fixed term/temporary staffing profile for 2002/3

Head of Personnel

A planning profile of permanent, fixed term and temporary contract status to be x-referenced to the Strategic Futures workforce plan. To be up-dated on an annual basis.

1 Aug 2002

D

A E F

To audit the separation rates by staff group and School & Service. Key actions – 1. ResourceLink information

report 2. X-reference to ABC Workforce

Plan and Strategic Futures developments

3. Produce a 3-year required separation profile by School & Service and major staff group


A 3-year planning profile of required differential separation rates x-referenced to the ABC and Strategic Futures workforce plans

1 Aug 2002

1. £2,000


Page 53 of 70

01/16 Priority

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Lead Responsibility


Timescale

2002/03

Additional Marginal

Cost £

D

AB C

AB C

To develop and introduce a workforce skills profiling methodology. Key actions – 1. to develop working definitions

and a specification for commissioned work

2. to develop a skills profiling methodology applicable to all major staff groups

3. to pilot and evaluate the methodology in the new investment and job design staff groupings

4. to integrate the methodology into ResourceLink and the University’s workforce planning process

Director of Personnel plus out-

sourced work to DBM and Northgate

A future workforce skills profile will be an integral part of every business plan proposition for University investment funding

3. field-testing (Health & Multimedia, and the new PL job role) – Jan-April 2003. 4. 1 Aug 2003

£25,000

3. £10,000

4. £15,000 *

D

E F E F

To implement workforce added value and outcome measures as component factors within the ABC workforce plan methodology. Key actions: 1. to develop a definition of the

required enhancements and a specification of work to be commissioned

2. to develop the methodologies applicable to all major staff groups

3. to pilot and evaluate the new methodologies

4. to integrate the methodologies into ResourceLink and the ABC model.

Director of Personnel plus

outsourced work to DBM and Northgate

A comprehensive ‘input-added value-outputs ‘ based workforce planning methodology

3. field testing spring 2003 in HSS, LLRS and Technicians 4. 31Dec 2003

2. £35,000 3. £10,000 * 4. £15,000 *



Page 54 of 70

01/16 Priority

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2002/03

Additional Marginal

Cost £

D WORKFORCE COSTS AND PERFORMANCE:

D

FA E F E F

To reduce staffing costs as a percentage of total turnover to 57.5% by July 2003 and to a figure no higher than 55.5% by July 2004. Key actions: 1. to implement the re-focussed

Workforce Planning Process 2. to implement the changes

approved as part of the University Review of Professional Support

3. to implement a targeted severance scheme


A planned reduction in the University’s staffing costs, informed by HEFCE and other benchmark indicators.

As per objective statement

2. £100,000 3. £500,000

D

E F E F E F E F

A & C

B

To reduce the overall sickness absence rate to 5% by July 2003 and to a figure no higher than 4.0% by July 2004. Key actions – 1. publication of current (and

thereafter quarterly) performance information by Schools and Services, and major staff groups, and associated improvement targets

2. detailed analysis of attendance and absence information (all categories), categories and patterns of sickness absence

3. up-date relevant employment policies, including reporting and recording procedures, return-to-work processes, long-term sickness management etc

4. introduction of an EAP, specifically in relation to stress-related absence

5. review of the Occupational Health service specification

6. Supervisory and Management training support

Head of Personnel

A planned reduction in the lost-time rate, to reduce operating costs and to release staff time.

As per objective statement.

July 2002

3. 31 Aug 2002 4. 30 Sept 2002 5. 31 Dec 2002 6. Commencing Sept 2002

3. £1,000 4. £20,000 5. £5,000 6. £20,000


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01/16 Priority

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2002/03

Additional Marginal

Cost £

D

AE F

E, F.

To reduce the University’s management costs to a figure no higher than 5% of total workforce costs by July 2004. Key actions – 1. to implement the re-focussed

Workforce Planning Process 2. to implement the changes

approved as part of the University Review of Professional Support

3. to implement a targeted severance scheme

Lead Manager – Director of Personnel

A planned reduction in the overall management costs to achieve a satisfactory benchmark position.


3. £100,000


D WORKFORCE COMPOSITION:

D

E

To achieve by July 2004 the re-distribution of academic staff indicated by the ABC Workforce Plan, as up-dated by the Strategic Futures changes in student and academic profiles etc. Key Actions: 1. implementation of the re-

focussed Workforce Planning Process

2. re-distribution of staffing resource in line with ABC model, plus associated budget changes

3. operation of targeted severance scheme

Director of Personnel, in

conjunction with Executive Team and UMT

Alignment of the academic staffing profile and the workforce needs of a changing academic work profile


3. £150,000


Page 56 of 70

01/16 Priority

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Lead Responsibility


Timescale

2002/03

Additional Marginal

Cost £

D

E F

E F

To achieve by July 2004 the changes in the number and distribution of APT&C staff and Technician staff as indicated by the ABC Workforce Plan, as up-dated by the Strategic Futures changes. Key Actions: 1. implementation of the re-

focussed Workforce Planning Process

2. re-distribution of staffing resource in line with ABC model, plus associated budget changes and reductions

3. operation of targeted severance scheme

Director of Personnel, in

conjunction with Executive Team and UMT

Alignment of the professional support staff with changing workforce needs , and planned reductions in support staff costs


3. £100,000


D JOB DESIGN INITIATIVES:

D

E

E E E C E

B E

To design and introduce a re-defined PL job description, specifically incorporating the identification and scoping of the required staff management role and responsibilities. Key Actions – 1. to map the required job role 2. to produce a skills profile 3. to produce a new role

descriptor 4. to job evaluate the new role 5. to assess remuneration

arrangements, and design accordingly

6. to develop an appropriate role induction, training and support programme

7. to undertake pilot applications – Art & Design, Law, and Engineering & Technology

8. to evaluate the pilot study 9. to develop a University-wide

implementation programme Head of Personnel,

with Deans of Schools and SMTs

An up-dated PL job role descriptor, with accompanying support arrangements. The PL management responsibilities will be clarified. The job role will become integrated into the academic management infrastructure, including improved career positioning and progression to senior academic management roles.

by

Sept 2002

7. Commencing Sept 2002 8. May-July 2003 9. Commencing Sept 2003

6. £5,000 7. £20,000 * 8. £4,000


Page 57 of 70

01/16 Priority

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Lead Responsibility


Timescale

2002/03

Additional Marginal

Cost £

D

E

E E B B E

To develop job role descriptors and associated employment-related infrastructure arrangements as part of the PADI project. Note : the ‘Paracademics in Art & Design Initiative’ (PADI) is a research funding bid to HEFCE focussed upon developing the contribution of paracademics to the learning development of art and design students in higher education. The programme of work set out below would be integrated into the PADI project. Key Actions – 1. to identify potential

paracademic role and its integration with academic staff

2. to develop a skills profile 3. to identify the staff training

needs 4. to develop a staff training

programme 5. to develop appropriate

employment and remuneration arrangements

6. to field test the new arrangements, and evaluate.

Deputy Vice Chancellor and Dean of the School of Art & Design, in

conjunction with Personnel Manager (A&D)

The development of employment arrangements needed to support the development of a new paracademic job role in HE. These new arrangements will be incorporated into a best practice CD-ROM guide accompanied by a workshop series.

Sept 2002

to Mar 2003

4. Apr 2003 to Sept 2003 5. Apr 2003 to Dec 2003

1,2 & 3 £10,000 4. £5,000 * 5. £5,000 *

D

E

B

B

B E

To develop best practice guidance to support the teaching of Foundation Degrees within SURF. Key Actions – 1. to identify the training needs

of relevant staff within SURF partner colleges

2. to design a training support programme

3. to field-test and evaluate the training support programme

4. to produce a best practice guide and supporting materials

Dean of Academic Collaboration/

Director of the Learning Development Centre, in

conjunction with the SURF Board.

A training and support programme to assist members of staff within the SURF FE partner colleges to design, deliver and quality assure new Foundation Degree developments

1. 31 Dec 2002 2. 31 Mar 2003 3. Commencing

Apr 2003 4. 30 Sept 2003

1. £10,000 2. £15,000 3. £15,000 * 4. £10,000 *


Page 58 of 70

01/16 Priority

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Timescale

2002/03

Additional Marginal

Cost £

D

E E E E E

To develop best employment practice guidance to support the University’s ‘Learning to Suit your Lifestyle’ initiative. Note : as part of Strategic Futures, the University is investing in the development of new modes of flexible learning provision. Specific elements of this initiative eg new modes and times of delivery and flexible timetabling require new employment arrangements. The School of Humanities & Social Sciences are leading the development of the University’s model in conjunction with the Research and Graduate School. Key actions – 1. to identify the changed

employment practice requirements within the model

2. to design a new employment framework, including new work time and remuneration arrangements

3. to field-test and evaluate the new arrangements

4. to produce a new University employment framework

Head of Personnel, in conjunction with Personnel Manager-HSS and

Deans of Schools

To introduce a new employment framework that can support the University’s Strategic Futures investment priority to develop new flexible learning options.

1. Oct-Nov 2002 2. Nov-Dec 2002 3. Jan-Jun 2003 4. 30 Sept 2003

2. £10,000 3. £25,000 4. £5,000 *

E

D E E B A E B

To adapt and apply the LLRS scheme (formerly known as the Competency Development Programme) within the University’s Technician staff group. Key actions – 1. complete evaluation of the

LLRS scheme in conjunction with UNISON

2. to map and cross-reference the performance improvement, skills development needs and career pathway opportunities within the Technician staff group

3. to design a Technicians Skills Development Programme

4. to field-test and evaluate the programme

Head of Personnel, in conjunction

with Technical Managers and Training Manager

Planned extension of a skills development programme including a performance pay component. Note 1 : there is a commitment to adapt the LLRS scheme to the Technicians staff group during 2002/03. Note 2 : the LLRS and Technicians schemes are parts of the University’s longer-term programme to introduce relevant pay schemes linked to skills development and performance improvement.

1. Summer 2002 2. Commencing Oct 2002 3. Commencing Jan 2003 4. Commencing Apr 2003

2. £5,000 3. £7,500 4. £15,000 *


Page 59 of 70

01/16 Priority

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Timescale

2002/03

Additional Marginal

Cost £

E

A

To design and implement employment arrangements that support the Strategic Futures objective to increase the volumes of profitable commercial activity. Key actions – 1. to re-assess the outline model

in relation to the new Enterprise Development Strategy

2. to complete the design of new employment and remuneration arrangements

3. to field-test and evaluate the new arrangements, specifically in the Strategic Futures priority investment and enterprise development areas

4. to implement the new arrangements for all new enterprise and commercial activity

Director of Personnel and Head of

Personnel, in conjunction with Deputy Vice Chancellor, plus out-

sourced design work to the Reward Group.

Employment arrangements that support and incentivise the required increase the volumes of profitable commercial activity. Note : an outline employment model was developed in February 2002, including an innovative ‘job-plan’ model, and accompanying job design and contractual arrangements. This preparatory work will be taken forward as part of the University’s Strategic Futures development of a new 3-year Enterprise Development Strategy.

1. 31 Dec 2002 2. 30 April 2003 3. Commencing

Apr 2003 4. 31 Sept 2003

1. £5,000 2. £15,000 3. £25,000 *



Page 60 of 70

Strategic Futures and Corporate Plan

MANAGEMENT DEVELOPMENT PROGRAMME

OBJECTIVE:

To implement the University’s Management Development Programme CONTEXT: In 2001 the University identified the development and implementation of an integrated Management Development programme for the whole management population as one of its strategic priorities. Although a significant amount of general staff development takes place for all University staff groups, there had been limited provision in the area of Management. The key drivers for Management Development in addition to supporting delivery of the University Strategic agenda are to : - • Improve the quality and effectiveness of staff management practice • Develop required leadership capabilities • Nurture a positive engagement with required change Diagnostic focus groups conducted in 2000 together with other activities had already culminated in the development of a clear business case, together with a comprehensive assessment of need. In order to address these needs the programme is currently being developed and implemented and will incorporate the following key characteristics: • Processes and activities that reflect the reality of managerial work in the University • Directly supports the strategic agenda of the University • Recognises different styles of learning and reflects differing manager experience • Distinguishes between management levels as part of an integrated programme In terms of design the programme will combine three core delivered elements with a supporting learning infrastructure, which will incorporate activities to support reflective practice and enable learning to be applied to real work situations The content of specific programme modules will be determined through the following processes: Staff Management modules - identified through diagnostic focus group discussions and ViewFinder staff survey Modules to support University Strategic priorities – identified by the Executive and University Management Team Modules to address the development needs of individual Managers – these will be identified through a generic competency framework and linked to the appraisal process The various bespoke elements of the programme will be delivered collaboratively and involve internal providers such as Personnel and the University Business School, together with a number of external training providers


Page 61 of 70

Evaluation will be undertaken at individual, School/Service and University level. At University level, the impact of the Management Development Programme will be assessed through key performance indicators included in standard management information reports. The focus will be upon the quality of staff management practice, including retention and wastage rates, sickness absence, casework management etc. A range of measures and performance indicators will be used to ensure there are at least two different measures for each level of evaluation. Specific modules and other activities included in the programme will be assessed using existing evaluation methods along with the introduction of evaluation interviews and focus groups. Various elements of the Management Development programme will naturally integrate with activities from other 01/16 priority areas namely Priorities A, C, E & F. PROGRESS TO DATE: Reflecting its inclusion in the 2001 HR plan, significant activity has taken place over the last year. In order to appropriately resource and manage the project a dedicated Project Manager has been appointed, and a steering group established with the following remit: • To ensure that the University's commitment to Management Development is communicated to

all staff

• To ensure progress towards implementation of the programme within agreed timescales

• To contribute to the overall design of the programme and its operating infrastructure

• To evaluate programme outcomes

• To select training providers for the programme

Phase 1 commenced in January 2002 with a workshop programme to support policy changes to both appraisal and extended recruitment practice have been rolled out across the University. To support this a number of other staff management related policies have been either developed or updated and training to support the roll out of these will be developed as the policies are approved. Phase 1 has also included detailed design of the full programme including the development of a Generic Competency Framework and the sourcing of external training providers for the programme. The main programme is scheduled for years 2 and 3 of the HRS. The key challenges for phase one will be to implement the staff management modules successfully for Senior Management Teams. As this is the first part of the programme it is important that the quality and content of the programme is right. The implementation of these workshops is heavily dependent on the employment policy review programme running to schedule. A further challenge will be effective communication of the programme and how and why it is being implemented. As it will impact on the whole management population, the programme will not be rolled out to all managers in one go. The aim will be to maintain interest whilst managing expectations. Introduction of a competency framework will also be a challenge, as it will be a new concept for a number of staff. Longer term, the challenge will be to get all groups of managers to actively engage with the programme and use the various opportunities that it will provide to help to develop the skills and abilities we require to meet the Strategic Futures agenda. Top down leadership will be key in securing this engagement.


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01/16 Priority

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Timescale

2002/03

Additional Marginal

Cost £

B COMPETENCY FRAMEWORK & INDIVIDUAL NEEDS:

B

TNA and development of modules to address individual needs of managers. Key actions -

B E C

1. Complete development of a generic competency framework and diagnostic questionnaire

A common framework that will accurately identify individual managers needs.

1. 30 Jun 2002

1. £1,500

B E 2. Profile Level Managers against framework and identify individual Managers needs

Identification of the skills profile of Managers at each level across the University. Utilisation of skills and abilities for specific projects Outcomes used by UMT to define Organisational priorities for MD for 2003-04

By Sept 2002 - Level 3 & 4 Managers By Sept 2003 – Level 1 & 2 Managers

3. Design a programme of specific

modules based on these needs

Individual development needs aligned with behaviours required to achieve organisational priorities

By Dec 2002 – Level 3 & 4 By Oct 2003 – Level 1& 2

3. £12,000

B

4. Managers to undertake

modules specific to their own needs

Programme outcomes tailored to improving specific behaviours. Prior experience and training will be incorporated. Training & development needs more accurately identified.

By July 2003 & then ongoing – Level 3 & 4 (4 days per Mgr) By July 2004 & then ongoing – Level 1 & 2 (4 days per Mgr)

4. £15,000 £15,000 * £38,000 £90,000 *

B F 5. Review appraisal scheme and integrate competencies into the process.

6. Managers re-profile against

competencies and compare with initial ratings

Training & Development Manager

in conjunction with Training Provider, MD Steering Group &

SDG

Improvements can be quantified at individual, management and organisational levels

3 days consultancy. Review commencing March 2003. Comps-based process implemented by July 2003

5. £3,000


Page 63 of 70

01/16 Priority

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2002/03

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Cost £

B

STAFF MANAGEMENT PRACTICE:

B

Provide training on staff management skills to support the employment policy review programme. Key actions -

B F A C

1. Develop and deliver a generic skills workshop and a series of Policy related development (outlined in Priority A & F objectives)

Training & Development Manager with Head of Personnel

& Training Provider

a. First four policy sessions introduced for SMT’s

b. Second four policy

sessions introduced

c. Clear set of Organisational KPI’s measured against aneffectiveness of ongoing staff management practice

a. 31 Dec 2002 b. 31 Aug 2003

B ORGANISATIONAL MD PRIORITIES:

B

TNA and provision of training to support, change and develop leadership capability. Key actions -

B 1. Design and run an externally facilitated UMT event to identify organisational priorities for MD for 2002-03

TNA will become part of the University planning process activities

1. By July 2002 1day event + prep/follow up

1. £3,000

B 2. Design and run modules linked to organisational priorities

Training & Development Manager

& Training Provider

Activities will support achievement of organisational priorities.

2. By July 2003 & then ongoing (3days over 2years)

2. £44,000 £60,000 *


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Cost £

B F MD PROJECT LEARNING INFRASTRUCTURE:

Provide a work related learning infrastructure to support management development.

B F F

Key actions – 1. Recruit part-time Co-ordinator

to develop mentoring and action learning scheme and source external Mentors to mentor University Managers.

2. Provide skills and awareness

training for Mentors and Mentees. Use mentoring to support managers in dealing with capability and performance issues.

Training & Development Manager & Scheme Co-ordinator

A cost effective and supportive Learning Framework extending beyond organisational boundaries. 20 External Mentors trained 30 University Managers being mentored 50 University Managers being mentored

by Aug 2003 by Dec 2003 by Aug 2004

1. £13,500 £13,500 * 2. £2,000 £2,800 *

B D

3. Develop and introduce Action Learning Sets to support the MD Programme

4. Provide skills and awareness

training to Set Facilitators and participants

Training & Development Manager & Training Provider

A cost effective work related Learning Framework 2 Sets in Place 6 Internal Facilitators Trained 5 Sets in Place

by Aug 2003 by Dec 2003 by Aug 2004

3. £2,000 4. £2,000 *

B A 5. Develop and implement a Community Volunteering module as part of the MD Programme

Training & Development Manager & Head of Cultural & Community

Development

20 Managers undertaking the module Dedicated support to community projects and skills development that will be utilised back in the University environment Support career pathways and succession planning activities

by Aug 2004

5. £1,000


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01/16 Priority

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2002/03

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Cost £

B MD PROJECT COMMUNICATION & ADMINISTRATION:

Provide dedicated resources to manage and administer the Management Development project activities. Key actions –

B 1. Recruit co-ordinator to support project communication and administration

The project will have a dedicated resource to aid communication and schedule activities This role will also involve administration of the e-forum

1. 31 Aug 2002 1. £15,000 (annual salary) £15,000 *

B A 2. Implement and commission “ResourceLink” training module

Provision of a single data-base for record keeping and training administration

2. 30 Sept 2002

2. £4,500

B 3. Develop & Implement dedicated e-learning forum for the project using Blackboard or other platform

Provision of a “one stop shop” for information resources, registration and on-line discussion relating to MD. Will provide reporting tool and management and evaluation information.

3. 31Oct 2002

3. £10,000

B 4. Purchase, implement and commission web enactment tool for training module and e-learning forum

Will enable e-platform and training module to be linked and provide on line access to records, course registration and resources

4. 31Oct 2002

4. £10,000

B 5. Development of resources to support e-learning forum

Training & Development Manager in conjunction with

T&D Coordinator, ResourceLink Project Manager,

Training Provider & LDC

Will enable pre/post course work to be accessed, downloaded and worked on by Managers any time, anywhere

5. 31 Aug 2004 5. £10,000 *



Page 66 of 70

PART FOUR DEVELOPMENT TO DELIVER

4.1 An integrated Strategy Reflecting its central role in the achievement of the University’s plans, the Human Resource Strategy has been integrated into the University's well-established planning and performance management infrastructure. This approach will be further consolidated as part of Strategic Futures and the new Corporate Plan to be prepared in 2003. The approach to planning and performance monitoring and review will be reflected at four main levels - ! at the level of the University, through the Corporate Plan and Strategic Futures. This role is

vested with the Board of Governors, the Executive Team and the University Management Team

! at a senior management level, through the University’s Annual Operating Statement and associated 3-year planning strategies. This role is vested with the Executive Team, University Management Team, and Academic Board

! at a departmental planning level, through the Personnel Services Annual Operating Statement.

This is vested with the Personnel Management Team

Note: some of the projects and plans included in the strategy will also be included in the annual plans of other Schools and Services

! at an individual level to reflect leadership and involvement in the specific objectives set out in

section 3.3. This will be managed through the established individual appraisal and performance review arrangements.

The performance review arrangements operating at these four levels will be supported in a number of ways. Wherever possible the projects and objectives included in Part 3.3 of this strategy adopt a ‘SMART’ format to assist performance monitoring and the evaluation of outcomes. A supplementary note describing specific monitoring and evaluation arrangements has also been included in the contextual introduction to each objectives set out in Part 3.3. The strategy also incorporates relevant performance indicators that have been adopted by the University, both as part of the regular management reporting arrangements associated with the Annual Operating Statement and also to support the proactive monitoring of Strategic Futures and the new 3-year planning strategies. Some of the larger programmes of work, including the Management Development programme, feature more specific performance improvement and evaluation measures. Evaluation of the strategy will also include a range of qualitative approaches. The ViewFinder staff survey will provide a longer-term time-series dimension and will be used to inform identification of future planning needs and priorities. Similarly the Investors in People programme and the associated improvements in both training needs analysis and the evaluation of training outcomes, will be used as part of the medium and longer-term evaluation of the new investment being made through this strategy.


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4.2 An Accountable Strategy The Human Resource Strategy is approved by the Vice Chancellor & Chief Executive, and by the Board of Governors. In addition to regular progress reports, the Board of Governors will receive an Annual Report, which will also be published to all members of staff. The Executive Team and the University Management Team will be responsible for monitoring and evaluating achievement of the objectives set out in the strategy. They will also be responsible for the periodic review of the strategy, specifically in relation to the preparation of the University’s Corporate Plan, and the further development of Strategic Futures and the accompanying 3-year planning strategies. The Director of Personnel will hold designated Executive Team responsibility for the strategy. This will include leadership and continuing development of the strategy, management and planning of the programme of work, and the assessment of progress and achievement of required outcomes. The Director of Personnel will produce regular monitoring and evaluation reports to Executive Team, the University Management Team and the Board of Governors, and will be responsible for communicating progress to members of staff. Supporting the Director of Personnel, the Personnel Management Team will maintain operational guardianship of the strategy. The team will co-ordinate the programme of work, including designated lead roles in managing a broad range of the projects and initiatives. The team will also maintain a professional updating and cross-referencing input to the strategy, specifically in relation to employment best-practice, performance benchmarking, and related external scanning of new legislative and best-practice standards. 4.3 An Engaged Strategy The development of the strategy has been characterised by a high degree of engagement, including the development plans of the University and the views of members of staff, work with the recognised Trade Unions, and reference to the broad range of external influences within the HE sector and more widely. During the implementation of the strategy this engagement will be maintained. The profile of the strategy will be maintained within the integrated planning and performance review arrangements described in section 4.1. In addition to regular progress reports an Annual Report will be published to all staff on the University’s web site. As with the 2001 HR Plan, there will also be special reports on specific projects included in the University newsletter. The commitment to the ViewFinder staff survey, supported by the well-established consultative arrangements is also an important part of this internal engagement. Additional notes about the communication of this strategy are included on page 6. As with Strategic Futures, it is important that the strategy adopts an outward-facing perspective. The main responsibility for this will be vested with the Personnel Management Team. In addition to the established professional scanning of new legislative requirements and best-practice guidance, the team will maintain an active engagement with those professional networks within the sector that can actively support and enhance the achievement of the strategy. Key relationships will include HEFCE and OPM, UCEA, the Equality Challenge Unit, HESDA, and the UPA. Associated with the 2001 HR Plan, the Personnel Management Team has also developed the skills and practice of collaborative and partnership working to deliver development projects and related employment initiatives. A good example has been the Flexible Employment Options project, working with three other Universities, ACAS and the Trade Unions, and the associated networking through the project’s seminar and conference programme.


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We are also developing an exciting new working collaboration with the University’s regional FE federation (SURF). The development of this strategy has included direct consultation with the SURF Board. New network arrangements will be introduced during 2002 to provide the collaborative framework for those objectives within the strategy that are relevant to our special relationship with the SURF FE Colleges. As part of the Strategic Futures investment portfolio the Personnel Management Team is also actively involved in new working relationships with the National Health Service. We believe that this will stimulate relevant and beneficial professional and practice development opportunities outside the HE sector. We plan to extend this style of collaborative working as part of this strategy. During the period 2002 to 2004 we will seek working collaborations associated with, for example, the Promoting Diversity programme, the Management Development programme, the adoption of job evaluation methodologies, the ResourceLink HE User Group, and the much-needed development of workforce information and planning techniques. 4.4 The Capability and Capacity to Deliver the Strategy Paragraph 4.2 describes the Personnel Management Team’s role as guardian of the Human Resource Strategy. It is therefore important to assess the capability, capacity, and organisation of Personnel Services to deliver this important strategy and its accompanying programme of work. Personnel Services has, for a number of years, operated an annual ‘Work-plan’ that sets out the programme of work for the forthcoming year, based upon the University’s Annual Operating Statement and other key priorities. The Work-plan is developed by the Personnel Management Team, and is normally collated as part of a team time-out event during the summer, followed by a formal mid-year review session, normally held in January/February each year. Last year the Personnel Management Team decided to adopt the 2001 HR Plan as its Work-plan, and this will be maintained with the full strategy. The format notes on page 3 explain how the presentational style of the objectives set out in Part 3.3 will be used to support this detailed work-plan approach that is now well-established within the department. It must be emphasised that this is a Human Resources Strategy for Staffordshire University. It is not a programme of work defined and limited by the available HEFCE funding, welcome and necessary as that is. The scope of the strategy, the volumes of work involved and the associated funding requirements exceed that provided by the HEFCE 01/16 initiative. This serves to underline the investment and commitment being made by the University to a strategy that will fulfil a key role in the achievement of Strategic Futures and the new Corporate Plan. It is of course the case that the additional funding being made available through the HEFCE 01/16 initiative will be used to support new programmes of work and initiatives as part of this overall strategy. It has been necessary to prepare this strategy on the basis that the additional funding will become available – that has been the key planning assumption in the preparation of this strategy. Securing the resource base is also assessed to be the single most important pre-requisite for the achievement of this strategy. On page 51 the introductory notes to the Strategic Futures objectives describe how the University’s Risk Schedule will be up-dated in June 2002 to include this Human Resource Strategy and Strategic Futures. If the HEFCE additional funding is not secured it will be necessary to re-assess the overall programme of work. An example would be that the main phase funding of the Management Development programme would become a candidate alongside academic re-profiling priorities to secure funding from the £1m University investment fund to be established in 2002/03.


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Within Personnel Services the strategy will be used to set individual and team objectives as part of an established appraisal, performance review and planning infrastructure. Within the department there is a regular programme of one-to-one business meetings, supported by operational team meetings, and a two-weekly meeting of the Personnel Management Team, which comprises the nine Managers within the department. The Personnel Management Team meetings are supported by a prepared agenda and summary action notes. Each meeting includes standard performance review and forward planning items, and an important opportunity to share problems from a problem-solving perspective and to celebrate the successes of the overall Personnel team. There is a monthly department team briefing. This effective and well-established operating infrastructure contributed to the department’s early success in achieving Investors in People accreditation in 2000. The HEFCE 01-16 initiative and the development of this strategy has provided a welcome catalyst for the continuing development of Personnel Services. The following notes provide a brief summary of some of the recent developments that strengthen the team’s overall capacity to deliver the strategy. In 2001 the Personnel Management Team developed its first ‘University Quality Statement’. The Quality Statement has been up-dated as part of the preparation of this strategy, and relevant abstracts of the statement are included at appendix 3. The Quality Statement is an important innovation, providing a description of the personnel service, and a specification of professional and customer service standards. It will be important to up-date the quality statement as part of the development associated with the implementation of this strategy. In 2001 the Personnel Management Team introduced improved arrangements to support and co-ordinate investment in the professional and management training and development of all staff within Personnel Services. An important development was to designate a Training Officer role for the department, with a specific responsibility to translate identified training needs into relevant development activity. During the last twelve months all Personnel Managers have become qualified users of Occupational Personality Questionnaire techniques. Professional training and CPD opportunities have been enhanced, and training to meet the identified needs of all members of staff has become a reality. In 2001 Personnel Services commissioned the ResourceLink system. During 2002 the recruitment administrator and training modules will be implemented as part of a second-stage development programme, which also includes the consolidation of operating protocols for the system and additional staff training. Even at this early stage the improved functionality of the new system is apparent, particularly in the production of improved workforce information. The new system will fulfil an important role in the delivery of key parts of the Human Resource Strategy, specifically in relation to workforce profiling, and the monitoring of performance improvements. This foundation building has been necessary to support the required development of new workforce planning capabilities within the University during the life of this strategy. During the past twelve months the management infrastructure of Personnel Services has also been strengthened. The Director of Personnel has become a full member of the University's Executive Team, and a new Head of Personnel was appointed in January 2002. Very importantly the role of the Personnel Managers has been developed to better reflect the operational needs of the University and the professional development needs of a modern and ambitious service. Central to this development has been the re-definition of the Personnel Manager’s role as ‘portfolio +’. Whilst each Personnel Manager retains a portfolio of designated Schools and Services, the ‘+’ element emphasises the broader role beyond the operational portfolio, including a direct input to policy development, and the management of development projects and related initiatives.


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Since March 2002 Personnel Managers have also become full participating members of School and Service Management Teams. This is already producing very useful improvements in the quality of service and, more importantly, a better engagement with the development and performance improvement agenda of Schools and Services. This role is set to develop further as part of Strategic Futures and this strategy. During 2001 the working cohesion of the Personnel Management Team has been improved in a number of ways. The management team maintains well-structured two-weekly business meetings, complemented by regular operational team meetings. A recent innovation has been the introduction of a quarterly activity analysis, recording key aspects of personnel management work including casework, workforce planning controls and staffing changes. There is also a stronger commitment to training and development. The office environment has been improved, and the department is piloting a comprehensive range of flexible work time options. Using the catalyst provided by the 2001 HR Plan, Personnel Services and the Personnel Management Team has improved its capability, capacity and organisation to lead the delivery of this Human Resource Strategy. Building upon our established work-plan approach, this Human Resource Strategy will further strengthen the focus of our work. Beyond this HRS The focus of this strategy is centred upon the development plans of the University through the next three years. The strategy is a major lever for change in Strategic Futures reflecting the key organisational role that Personnel Services fulfils at Staffordshire University. In the context of this HRS, it is useful to note some of the characteristics that are expected to become more prominent throughout the strategy period, and thereby inform subsequent strategies – ! an increasing separation of transactional and professional HR activity

! an increasing use of e-HR strategies, focussed upon employee-accessible databases and communication services

! an increased use of multi-sector benchmarking as an integral part of a business-focussed role

! an increased emphasis upon the specialist consultancy role to underpin the strategic contribution and to support the development of a dynamic employment organisation.

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Appendix 1 UNIVERSITY WORKFORCE PROFILE

The following notes provide a summary workforce profile and describes the general characteristics of the University's employed workforce in 2002. The notes in part 2.3 on page 16 and the Promoting Diversity programme on page 41emphasise the need to prepare an updated baseline profile to support the implementation of this HRS. This updated baseline profile will be prepared at 1 August 2002. Summary The number of staff employed by the University is 1725, which includes all temporary and permanent members of staff. The corresponding full-time equivalent (fte) is 1462. The University also employs a number of casual staff and hourly-paid part-time lecturing staff (sessional lecturers). The total figures for these groups are estimated to be 129 casual and 230 hourly-paid part-time lecturers, bringing the total staffing level to approximately 2000 at any given time. Status The majority of staff are permanent, full-time employees although there is some variation between the categories. For example, a large proportion of manual staff, are employed on a part-time basis, with 99.5% on permanent contracts whereas the majority of research staff are on fixed term contracts. At May 2002, 10% of employees are employed on fixed-term contracts and total of 5% of employees are employed on casual and temporary contracts. Gender The overall gender split is 43% male to 57% female. There are considerable variations between the different staff groups. For example, the majority of both APT&C and manual staff are female, 68% and 80% respectively, whilst in the academic and management/ professional groups, female representation is considerably less at 35% and 38%. Ethnic Origin The majority of staff employed at the University are white (81%) with only 3% classifying themselves as having a different ethnic origin. These figures however are incomplete as for 16% of staff, there is no data currently available – this will be remedied in the updated baseline profile (at 1 August 2002). Age The age profile shows that the majority of staff fall into the age groups of 36-45 and 46-55. The third most populated group is 26-35, followed by 56+. The smallest number of staff are within the lower age bracket of 16-25. Both the academic and manual categories have an older age profile whereas APT&C have a larger proportion in the younger age brackets.

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STAFFORDSHIRE UNIVERSITY’S EMPLOYED WORKFORCE PROFILE

Status Gender Age Group Ethnic Origin

Category

No of Staff

Total %

FTE Perm Temp Casual Full-Time

Part-Time

Job Share

Shift Workers M F 16-25 26-35 36-45 46-55 56+

Ethnic Group Total

Academic 583

34% 538 511 72 0 486 97 2 0 378 205 4 89 186 248 56 White 1405

APT&C 822

47% 742 722 100 68 640 182 5 21 261 561 63 237 241 213 68 Caribbean 6

Management/Professional 90

5% 85 87 3 0 79 11 0 0 56 34 0 9 27 45 9 Bl/African 3

Manual 200

12% 69 199 1 49 35 165 0 15 41 159 3 16 43 72 66 Bl/Other 3

Research 30

2% 28 4 26 12 23 7 0 0 9 21 1 15 8 1 5 Indian 8

Total No 1725

100% 1462 1523 202 129 1263 462 7 36 745 980 71 366 505 579 204 Pakistani 3

1854 1725 1725 1725 Chinese 7 Definition of Categories Academic All academic/teaching staff (excluding sessional lecturers) APT&C All administrative, support and technical staff Management All staff at management & professional level (including academic and support) Manual All manual staff (weekly paid) Research Dedicated research staff Notes 1 Casuals A breakdown is indicated above but not included in total figures 2 Job Share Approx figures only; formal figures not available

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Overall Age Profile

12%

34%

29%

21%

4%

0

100

200

300

400

500

600

700

16-25 26-35 36-45 46-55 56+

Age Group

No

of S

taff

Age Profile by Category

3%1%0%

8%

0.7% 50%8%10%

29%

15%

27%

22%

30%

29%

32%

3%

36%

50%

26%

42.3%

17%

33%

10%

8%

10%

0

50

100

150

200

250

300

Academic APT&C Management/Professional Manual Research

CategoryNo of Staff

16-2526-3536-4546-5556+

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Appendix 2 THE UNIVERSITY’S EMPLOYMENT VALUES

The up-dated organisational audit included in the Part One Diagnostic Assessment on page 12 explains that the core values and operating style set out in the 2001 HR Plan remain directly relevant to this full strategy. As part of the ViewFinder action plan these values will be reviewed during 2002 and incorporated into a new University Policy Statement. This new policy statement will be provided to every employee and will be incorporated into the University’s employment regulations and Contracts of Employment. Relevant abstracts taken from the 2001 HR Plan are –

… the friendly, welcoming and caring character that is a well-recognised and established feature of Staffordshire University.

Some of our Values • respect for the rights and dignity of individuals

• recognition of individual contributions

• commitment to work together as a diverse community

• working to achieve equality of opportunity and parity of esteem Our Style of Working • the opportunity for personal growth, by presenting opportunities for the release and

development of talent, creativity, aptitudes and abilities

• continue to build the cohesion of the diverse University community – students and staff, graduates, working partners, and the neighbourhoods of which the University is part

• internally – a teamwork approach

• externally – a partnership and collaborative approach

• a commitment to an open and transparent organisation

• respect for public accountability and responsiveness Some of our Valued Aspirations • working through learning and research to support social inclusion, as part of an outward facing

perspective and our commitment to build a diverse community

• working to raise educational aspirations and levels of achievement

• working to increase opportunities for participation in high quality provision

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Appendix 3 Abstracts from the

PERSONNEL SERVICES QUALITY STATEMENT

The following notes are taken from the Personnel Services Quality Statement. The abstracts are included to provide a summary profile of the department to accompany the notes provided in part 4.4 on page 69.

The University’s Personnel Service comprises the following main service groupings: Director of Personnel, who is responsible for the strategic leadership of the University’s employment policy and practice, and the management of Personnel Services. Head of Personnel, who is responsible for the co-ordination of the operational work agenda of the ‘Portfolio’ and Operations Personnel Manager team and provides an operational line management role for all Personnel Managers. In addition, the post is also responsible for the co-ordination of the developmental work agenda of the Personnel Manager team and undertakes specific assignments with, or on behalf of the Director of Personnel. Personnel Management Services, comprising the:

Personnel Manager Team, which is responsible for the provision of specialist personnel and human resource management advisory services to Schools and Services, and the development and implementation of a relevant, coherent and modern framework of employment policies and practice throughout the organisation.

Flexible Employment Options project team, which is responsible for the management of the 3-year (commencing Autumn 2000) HEFCE funded partnership project, to develop new work-life-balance employment practice specifically suited to the HE sector. Promoting Diversity programme team, which is responsible for the management of the University's 3-year action plan.

Personnel Operations, comprising the:

Recruitment Team, which is responsible for the provision of a comprehensive staff recruitment, selection and appointment service to all Schools and Services, including permanent and temporary staff engagement and agency placements.

Employment Services Team, which is responsible for the provision of a broad range of services to all Schools and Services associated with staff changes during employment and upon termination of employment with the University. The Team also provides an advisory service in relation to the University’s employment terms and conditions. Payroll Services, which is responsible for the provision of a comprehensive payroll service, including the processing of salaries and wages to monthly paid employees, the processing of a pensioners payroll, and the processing of payroll payments to a diverse range of associated employees. Training and Development Services, which is responsible for the development of staff training and development policies that reflect and support the needs of a diverse employed learning community, together with the direct provision of staff training and development activity and related specialist advisory services to meet identified training needs.

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Director of PersonnelFEO Project Team PA to Director

Head of Personnel

Personnel Mgr - Operations

Payroll Manager Personnel Managers x 3

Training + Dev Manager

Payroll Team

Payroll Administrator x 3

Team Leader x 1

Recruitment Team

Personnel Assistant x 3

Employment Services Team

Personnel Officer/Team Leader x 1

Personnel Administrator x 1

Personnel Assistant x 1

Training Team

T&D Officer x 1

T&D Co-ordinator x 1

T&D Assistant x 1

Secretary to Head of Personnel/P.Mgrs

Note 1: Numbers as shown, refer to headcount

Personnel Services

PERSONNEL SERVICES - ORGANISATION CHART May 2002

SMB.wsl.13.05.02

Promoting Diversity Team

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