REPORT FROM EXECUTIVE BOARD TO SENATE 7 MAY 2013

Size: px
Start display at page:

Download "REPORT FROM EXECUTIVE BOARD TO SENATE 7 MAY 2013"

Transcription

1 REPORT FROM EXECUTIVE BOARD TO SENATE 7 MAY 2013 The HR Strategy progress report for 2011/12 reflects the position up to 31 July The following are worth noting as an update on progress: 1. The European HR Excellence in Research award has been reassessed and retained. Newcastle was one of the first ten Universities in the UK to achieve this award. 2. Newcastle received The Times Higher Award in the Outstanding Contribution to Leadership Development for their Unpacking Your Chair development programme, designed to provide new professors with the skills and knowledge they need to exercise their authority and fulfil their responsibilities. The programme was piloted in the Faculty of HASS. 3. Participation in and reporting of PDR has improved to 80.7% at the end of January 2013 compared with 70% at the end of July Further work is needed to achieve the 90% target. 4. The university as a whole was awarded the Better Health at Work Silver award for its efforts to improve the health and wellbeing of staff. The Accommodation and Hospitality Services team achieved the old award and the Estates Support Services Team achieved the Continuing Excellence award. Work is well underway to carry out a full employee opinion survey in May 2013, the results of which will inform the next progress report in December Veryan Johnston Executive Director of Human Resources On behalf of Executive Board 25 April 2013

2 HR Strategy Progress Report 2011/12 Introduction The HR Strategy, developed in support of Vision 2021, was approved by Council in June This report summarises progress and identifies priorities for the year ahead. It does not cover HR business such as implementing new legislation which, although it may cause significant additional work, is seen as routine. The overall HR Performance Summary, including KPIs and targets is attached. The Employee Opinion Survey provides evidence of progress against several objectives. The survey has been conducted every three years and is planned for 2013 (2010 results at web site Consideration is being given to conducting a shorter survey on employee engagement more frequently in the future. We are also considering how to gather similar data from staff based outside the UK. The full strategy can be viewed at 1 Strategic Objective 1: Be a great place to work with employees committed to the University objectives and valued for their contribution 1.1 Progress Celebrating Success events are held on a regular basis throughout the year to recognise achievement and receive very positive feedback from those attending. Other forms of recognition such as the Vice-Chancellor s Teaching awards, the University s Environmental Awards and Spotlight Awards for those demonstrating role model behaviour are all well established and supported. The introduction of NU Connections last year has improved the range of internal communication and provides a very visible way of recognising staff success. A full Equal Pay Review was completed No significant issues identified. The University Welcome Event receives good feedback from staff and the main presentations are now available online on the Induction web page Challenges and Priorities Communicating the value of the employment package to staff is a continuing challenge. Progress on individual benefit statements will not be possible without systems development.

3 Changes to pension and pay constraints during the last 18 months may impact on how well valued employees feel. Pace of change and workload an issue for all staff categories. Launch of a new University wide Faculty Futures development programme planned for Pressure from government for regional pay and ineffective national bargaining processes may force a move to local negotiations. 2. Strategic Objective 2: Improve the profile and performance of the University by recruiting and developing high calibre employees with appropriate external recognition 2.1 Progress Overall staff turnover remains the same at 5.7% and is still below sector average of 7.5%. Turnover for academics increased slightly to 4.4% (3.6%) and there are signs of concerted campaigns from some competitors to attract our star performers. Pro-Vice-Chancellors are monitoring retention in key areas and responding quickly in cases where it is essential to retain. Recruitment campaigns decreased slightly in 2011 calendar year to 742 but increased sharply in the first half of 2012 to 464. Readvertisements remain low at 5.7% for 2011 and 3% in We are not experiencing difficulties in recruiting new staff (other than some specialist roles and certain academic appointments). Twelve professorial appointments were made in the last academic year with 6 of those at Band 3 level academic achievement at the highest international level. Collaboration with the PR team has resulted in a more coherent and attractive advertising style which is being used effectively for composite advertisements. A development programme for professorial staff, Unpacking Your Chair has been successfully piloted in HASS and along with the induction programme for new professorial staff has been shortlisted for THES Award: Outstanding Contribution to Leadership Development. Succession planning at senior level (professorial and equivalent) is well established and increasingly evident at lower levels. Executive Board agreed to recognise more formally membership of a limited number of prestigious academic societies and to encourage staff involvement with such societies Challenges and Priorities Significant effort and time is needed to recruit high calibre academics to areas such as societal challenge themes. Search techniques are applied where necessary REF poaching is a constant threat (and opportunity) for next 18 months.

4 HESA reporting of academic staff teaching qualifications next year will enable increased scrutiny in this area of academic activity. 3. Strategic Objective 3: Develop a high performance culture in which delivery to agreed standards and objectives is the norm. 3.1 Progress A revised SAP monitoring system for PDR was introduced in December 2010 and regular reports are now provided to Staff Committee and line managers. It has taken longer than expected for the system to be populated and it is clear there is still a time lag in reporting. The system does allow University wide monitoring and highlights areas with poor completion rates. Training for all PDR reviewers on effectiveness of performance conversations has been completed for academic reviewers and is under way for professional/support staff. Workload allocation models are now in place across all academic units. A joint HR/UCU working group has reviewed the Workload Planning Policy and regular reviews are carried out by Staff Committee. Academic career pathways have been developed to clarify expectations and routes for promotions This policy articulates our commitment to parity of esteem and makes explicit the requirements at each career level. Agreement has been reached with UCU to revise conditions of service for academic staff reflecting the 3 academic career pathways. Investment in training and development remained constant at 2.4% of payroll. There has been increased emphasis on development in support of improved student experience and support for staff based in NUMed and Singapore e.g. online induction modules; PDR refreshers, Newcastle Online Teaching Resources (NOTES) system deployed etc. The level of training activity in 2011/12 showed an increase (6260 person/activities). This reflects the incorporation of research staff development and some web based learning data as well as an underlying increase in activity. Development for research staff now embedded in Staff Development Unit with resulting efficiency gains. Leadership Development and succession is a continuing focus. The University participated in The Leadership Foundation project to provide tools and guidance on succession planning A joint project with Nottingham University on Developing Capacity for Leading International Projects in HE is close to completion.

5 Project led by QuILT to develop evidence needed to demonstrate excellence in teaching and learning. 3.2 Challenges and Priorities Difficulty in increasing reporting of PDR despite introduction of SAP reporting system. Combination of turnover, sickness and other leave (e.g. research leave, maternity) mean we will never achieve 100% but we should be able to achieve 90%. Re-accreditation of Newcastle University, as a recognised body for academic practice programmes and other recognition pathways, within context of UK Professional Standards Framework. The increase in level at which research will be recognised and funded through the REF, whilst not the sole measure of performance, is likely to have implications for the balance of activity and resources. 4. Strategic Objective 4: Promote diversity, flexibility and innovation by developing organisational capability and culture. 4.1 Progress Percentage of female professorial staff increased to 21.7% (21.0% in 2011; 10% in 2003). Percentage of BME Support Staff increased to 2.9% (2.5% in 2011). Institute of Health and Society awarded Athena SWAN Silver Award. Code of Practice for REF approved and training for all decision makers to be complete by December 2012 Successful introduction of the Chameleon Programme to assist managers in professional services lead change and achieve more with less. 4.2 Challenges and Priorities Although there has been a slight increase in % of BME Support Staff further work is needed to improve the profile. The University also needs to encourage existing staff to disclose disability. We are applying for renewal of the University level Athena SWAN Bronze Award in November We currently have one academic unit with a Silver award and aim to have two further schools apply for Silver by May Executive Board have agreed that we will work towards Silver Award for all academic units by Equality Analysis will be repeated at key points throughout the REF process. Revising staff development programmes and other HR processes, content and delivery methods, to better support digital literacy within the framework of the digital campus project.

6 5. Strategic Objective 5: Promote a safe and healthy environment in which staff and students take a proactive approach to their own health, safety and wellbeing. 5.1 Progress More active management of absence of operational staff has resulted in a reduction to 5.6% in 2011/12 (6.9% in 2010/11). This remains a challenge as the proportion of total sickness absence for this staff group which is due to chronic illness and therefore long term (more than 20 days) is much higher at 62% than the HE average of 41%. The policy on absence management is being reviewed and the Occupational Health Services are working closely with managers to address the issues. Incidents due to manual handling have remained at lower levels due to continuing training and vigilance. A campaign of training and raised awareness has begun to tackle high numbers of slips, trips and falls. Incidents have reduced but it is not yet clear that this is the result of the campaign. A review of safety management systems and the level of RIDDOR accident rates has commenced and is due to report findings to Executive Board in December 2012 and to Council in March Keep NCL website was launched to provide resources, guidance and a programme of events for staff e.g. Stress Awareness week. Launch of Just Ask confidential support service for University Staff. Surveillance needs mapped and screening programmes in place for carcinogenic agents, biological agents, animal allergy workers and University farms completed. 5.2 Challenges and Priorities While stress levels have typically been lower than the HE average it is possible that external factors as well as change within the University will see this change in the next Employee Opinion survey. It is likely to take some time to achieve a sustained reduction in accident rates. There is evidence of greater ownership of this issue at senior manager levels which will assist in the change of culture needed. Achieving the Silver Better Health at Work award and continuing efforts to improve the health and wellbeing of employees. Review of Health and Safety Policy and Strategy. 6. Strategic Objective 6: Develop an efficient, effective and sustainable employment environment. 6.1 Progress

7 Staff costs remain consistent with the financial strategy but this is likely to come under pressure in the next few years. National pay settlements have remained low in line with public sector. Changes have been implemented which will assist in controlling future pension costs but contribution rates for employers and employees have increased. Restructuring of Research Services, ISS and Catering Services all took place with the aim of ensuring services more fit for purpose and sustainable. Following removal of premium payments for operational staff to ensure this group remain competitive with local market savings of 160k pa have been achieved. Pressure to increase salary levels in line with The Living Wage campaign would impact on competitiveness. 6.2 Challenges and Priorities Maintaining the affordability of the employment package while continuing to attract and retain high calibre employees will remain a challenge, particularly in the approach to REF. Implementation of auto-enrolment (planned for May 2013) presents administrative and communications challenges and is likely to result in slightly increased costs although it is difficult to predict at this stage. Providing an employment package for employees based outside the UK which is competitive and affordable requires continuing attention. The implementation of Digital Campus is a major project impacting on staff in each area of the University and requiring substantial HR input. Veryan Johnston Executive Director of Human Resources 20 November 2012

8 Peer roup Bath, Birmingham, Bristol, Cambridge, Cardiff, Dundee, Durham, East Anglia, Edinburgh, Essex, Exeter, lasgow, Imperial College, King s College, Lancaster, Leeds, Leicester, Liverpool, LSE, Manchester, Newcastle, Nottingham, Oxford, Queen Mary, Queen s Belfast, Reading, Royal Holloway, Sheffield, Southampton, St Andrews, Surrey, Sussex, UCL, Warwick, York December 10 th 2012 Mrs V. Johnston Executive Director of HR Human Resources Key Performance Indicators Enabling Strategic Objectives Overall Staff Satisfaction reat Place to Work; Committed & Valued Employees Improve Profile and Performance Through High Calibre Employees Develop High Performance Culture Promote Diversity, Flexibility and Innovation Promote Safe and Healthy Environment Develop an Efficient, Effective and Sustainable Employment Environment A Definitions Both current performance and previous performance are indicated using these definitions. Current Previous ood Satisfactory Mixed Problematic reen: ood Low Risk On Track No action required Amber-reen: Satisfactory Some concerns Broadly On Track A A Amber: Mixed Medium Risk Some significant concerns Potentially damaging R R Red: Problematic High Risk Serious concerns Threatening overall performance

9 Overall Human Resources Performance Summary ood progress has been made in support of the Institutional Strategic Objectives as demonstrated by the examples below. KPIs and targets for the HR strategic objectives draw heavily on the Employee Opinion Surveys. The next survey is planned for May Current data excludes staff based in Malaysia and Singapore. This will need to be given consideration in preparation of the 2013 employee opinion survey. Discussions have already begun with the CEO for NUIS. Measures such as turnover are stable overall but it is clear that some high calibre academic staff are the target of poaching campaigns by other Universities in advance of REF. We engage in similar activity. Significant effort is going into ensuring PDR takes place and is effective. PDR can take place at any time of year and it is proving difficult to monitor and report a moving target. This remains a key challenge for HR and line managers. ood progress is being made against some diversity benchmarks such as the % of professors who are female with a year on year increase. 28.4% of staff at level H, the grade below professorial, are female and 30% by 2021 is therefore a stretching target. Progress against other diversity targets is much slower and is a priority for Operational staff absence levels are gradually reducing but progress may not be sustained at the same level as the proportion of long term sickness (over 20 days) is increasing. Staff accident rates and safety management systems are the subject of review and will be a priority for Reductions in incidents related to manual handling have been sustained and it is hoped that similar approach on slips, trips and falls will show progress early in Staff costs as a % of total expenditures have increased to 55.2% but are consistent with financial strategy. Increases in pension costs and pressure to increase pay mean this will remain a challenge in 2013/14. Institutional Strategic Objective Top 20 in the UK for research Top 20 in the UK for student satisfaction Focus on 3 societal challenge themes Human Resources Performance Comments Newcastle was among the first 10 Universities in the UK to receive the European Commission s HR Excellence in Research award in 2010 and hopes to retain the award following reassessment in A development programme for new professorial staff including tailored induction and further exploration of the role in Unpacking your Chair has been shortlisted for THES Award in Leadership Development. The Code of Practice for the Research Excellence Framework was approved by HEFCE in July 2012 and training for decision makers is substantially complete. A plan to attract and retain top academic talent has been implemented. Additional training and support in performance management has been provided for academic managers. Development and implementation of academic career pathways, providing greater clarity on pathways to promotion. Role profiles revised and extended to make expectations of staff explicit. Certificate in Advanced Studies in Academic Practice (CASAP) attendance rose to 70 this year. Newcastle Online Teaching Resources (NOTES) launched to support CASAP and other L&T development work Development programme designed for Directors of Excellence in Learning and Teaching. Recruitment of Director of Institute of Social Renewal. Campaign to recruit Director of NIReS continuing. Top Talent Campaign commenced to raise profile and provide more coherent employer brand. A significant international, national and regional profile and reputation Financial and Environmental Sustainability At there were 88 nationalities represented in the workforce. 14.5% of Newcastle staff are not UK nationals. Staff in Singapore have participated in a development programme, Effective Performance in Higher Education (EPIHE) and where relevant also the CASAP to support provision of an excellent student experience. International staff development programmes in support of faculty-led initiatives operated, e.g. CESSAF (Angola), EDULINK bid, and Kazakhstan academic development programme. The Newcastle University Induction programme and guidance to PDR is now available online. Further development in this format will be accessible to staff based in Singapore and Malaysia in due course. The employment package has been further refined to ensure it is competitive in a challenging recruitment market. Remuneration Committees have been established for NUMed and SIT. Staff Committee will review all terms and conditions for international operations on an annual basis to ensure consistency where appropriate, competitiveness and that the employment package supports the provision of a Newcastle Experience for staff. Continued high level of participation in salary sacrifice schemes resulting in annual savings of circa 800k pa. Staff costs maintained at 55% consistent with Financial Strategy.

10 Human Resources Strategic Objective KPIs and Targets Performance Comments Overall staff satisfaction Satisfaction in Employee Opinion Survey (EOS) Target: 90% Satisfaction University level KPI incorporated in Strategy Objective below* Be a great place to work with employees committed to the University objectives and valued for their contribution Be a great place to work with employees committed to the University objectives and valued for their contribution. Improve the profile and performance of the University by recruiting and developing high calibre employees with appropriate external recognition. Develop a high performance culture in which delivery to agreed standards and objectives is the norm. Improved response in EOS to questions on recognition and feeling valued Target: 55% to 60% Improve response to EOS good place to work from 90% HE benchmark. Target: 90% Response rates to Employee Opinion Survey Target: 50% Response Rate HE Average 56% Monitor % turnover and maintain at, or below, HE Average: All staff 7.5 in Target: 7.5% for all staff Recruitment campaigns and re-advertising. % Completion of PDRs (EOS/SAP) * Target: 90% Completion Payroll Investment in training and development (2%compared with 4% best practice) Target: circa 2% of payroll Improved response in EOS on performance management (from 58% to 65%) Target: 65% Maintain response rates on quality and accessibility of training in EOS (79%) Target: 79% Employee Opinion Survey Recognition and feeling valued N/A 55% 63% ood place to work* N/A 90% 93% Overall response rate 46% 48% 54% * ood Place to Work responses represent Overall Staff Satisfaction for the Institutional KPI above % Turnover by Employee Type Academic Research Support All Staff ^ Campaigns No. Re-advertised ^ January-July 2012 Completion 2007* 2010* 2012 % * Results for are drawn from the Employee Opinion Survey. Results from 2011 onwards are drawn from the SAP monitoring system. % Payroll Invested in T&D 2008/ / / / Performance Management % N/A Training Quality & Accessibility % Promote diversity, flexibility and innovation by developing organisational capability and culture. Diversity benchmarks: Target: Professors Female 30% Target: BME Support Staff 5% Target: Disabled employees who disclose 3% EOS responses on discrimination and perception of fair treatment Target: 7% EOS responses on leadership (increase from 61% Target: 61% Harassment / Bullying. Reduce the % of employees reporting from 7% % Female Professors BME Support Staff Disabled Employees Discrimination & Fair Treatment % N/A 7 8 Leadership % N/A Harassment & Bullying % N/A 7 4 Target: 7%

11 Promote a safe and healthy environment in which staff and students take a proactive approach to their own health, safety and wellbeing. A Staff Absence Monitor against HE benchmarks (all staff %) and reduce operational staff absence levels. Target: All Staff: 2.5% Operational: : 5% (2012/13) Reported stress levels in EOS reduce from 23% to 20%. Target: 20% Staff Reported Accident Rates (per 1000 at risk) 39.2% Target: 39.2% Reduce Manual Handling accident rates. Target: 5% Reduce Slip, Trip, Fall (STF) accident rates by 10% from 2010/11. % Staff Absence by Employee Type 2008/ / / / 12 All Staff Operational Administration Stress Levels % N/A % 2008/ / / /12 Accident Rates (per at risk) Manual Handling Slips, Trips, Falls Target: 11.5% Develop an efficient, effective and sustainable employment environment. Regular Staff FTE by employee type: % expenditure on staff costs consistent with financial strategy Target: 55% total expenditure Pension contribution rate as % of pay and consistent with financial strategy Target: 16% Employee Type 2009/ / /12 Academic Research Support Total Staff Costs 2009/ / /12 % % Contribution 2010 Oct 2011 USS Employee USS Employer RBP Employee RBP Employer

Human Resources Strategy. 2.1 be a great place to work with employees committed to University objectives and valued for their contribution

Human Resources Strategy. 2.1 be a great place to work with employees committed to University objectives and valued for their contribution Human Resources Strategy 1. Introduction and Background 2. Human Resources Objectives and Strategy 2.1 be a great place to work with employees committed to University objectives and valued for their contribution

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

Careers in Research Online Survey

Careers in Research Online Survey LOUGHBOROUGH UNIVERSITY Careers in Research Online Survey 2013 Dr Katryna Kalawsky Research Staff and Student Development Officer Contents 1. Background... 2 2. Analysis... 2 3. Participant recruitment

More information

UNIVERSITY OF BRIGHTON HUMAN RESOURCE

UNIVERSITY OF BRIGHTON HUMAN RESOURCE UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for

More information

What Are institutional Repositories and Their Function?

What Are institutional Repositories and Their Function? Open Access Budapest Open Access Initiative An old tradition and a new technology have converged to make possible an unprecedented public good... http://www.soros.org/openaccess/read.shtml High principals

More information

Careers Destinations Project Phase 1 Report

Careers Destinations Project Phase 1 Report Careers Destinations Project Phase 1 Report Dr Lisa Morrison Coulthard Lead Policy Advisor Background: In August 2011, the Society launched a longitudinal study to determine the career destinations of

More information

Entrepreneurship/ Venture Creation Degrees & Courses

Entrepreneurship/ Venture Creation Degrees & Courses Entrepreneurship/ Venture Creation Degrees & Courses Below you will find a list of degree and courses offer by Santander UK partner Universities: University of Aberdeen MSc in Software Entrepreneurship

More information

Workforce report September 2015

Workforce report September 2015 Workforce report September 2015 Trust Board Meeting Item: 10 25 th November 2015 Enclosure: F Purpose of the Report: This report provides an update in respect of performance against agreed workforce targets

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

6 Development of feedback to QAA reviewers and providing coaching to QAA staff.

6 Development of feedback to QAA reviewers and providing coaching to QAA staff. QAA Board of Directors Human Resources and Organisational Development (HROD) annual report BD 10 12 12 Item 24 BD/2012/93 Topic 1 This paper reports on Human Resources and Organisational Development achievements

More information

Access to medicine and dentistry courses

Access to medicine and dentistry courses Access to medicine and dentistry courses Introduction Access courses provide a route for learners wishing to study medicine or dentistry who do not have formal qualifications in A-level Biology and Chemistry.

More information

TYPICAL IB ENTRY REQUIREMENTS FOR ECONOMICS DEGREE COURSES FOR UK UNIVERSITIES 2013

TYPICAL IB ENTRY REQUIREMENTS FOR ECONOMICS DEGREE COURSES FOR UK UNIVERSITIES 2013 This document is entirely based from the website: www.ucas.com so you should go to the websites of universities for the full details. 1) Blue for courses would be happy only with mathematics (sometimes

More information

Medical and Dental Schools Athena SWAN Newsletter

Medical and Dental Schools Athena SWAN Newsletter Medical and Dental Schools Athena SWAN Newsletter No. 6, May 2014 Editor: Jan Bogg Dame Sally Davies Women in Dr Jan Bogg Athena SWAN Advisor to UK Medical and Dental Schools. Athenaswan @medschools.ac.uk

More information

HR Strategy (2015 2017)

HR Strategy (2015 2017) HR Strategy (2015 2017) HR Strategy and Action Plan The School recognises the importance of recruiting, developing and retaining a highly skilled, engaged, diverse and motivated workforce in delivering

More information

You will be studying each subject for 5 hours per week, plus at least a further 5 hours of personal study, so it needs to be a subject you enjoy.

You will be studying each subject for 5 hours per week, plus at least a further 5 hours of personal study, so it needs to be a subject you enjoy. INTRODUCTION Choosing your subjects can be a really difficult decision for many students. In this booklet we have tried to pick out some of the most helpful information from the Admissions to Higher Education:

More information

SKILLED, ENGAGED & MOTIVATED STAFF

SKILLED, ENGAGED & MOTIVATED STAFF Leadership and Management Capability Flexibility of Staff SKILLED, ENGAGED & MOTIVATED STAFF Skills Assurance Reward and Recognition Scottish Court Service People Strategy 2012 2015 1 Why have a People

More information

University Business & Start-up Support

University Business & Start-up Support University Business & Start-up Support Below you will find a list of business and start-up support offer by Santander UK partner Universities: University of Aberdeen Scottish Institute for Enterprise Link:

More information

Architecture and the Built Environment; building science, civil engineering, construction

Architecture and the Built Environment; building science, civil engineering, construction UK universities were selected to participate in Science without Borders UK based on their excellence in the SwB priority areas; this was determined either by an exceptionally high student satisfaction

More information

Loughborough University races to the top of the Lloyds Bank Quality of Student Life Survey

Loughborough University races to the top of the Lloyds Bank Quality of Student Life Survey This is the second Lloyds Bank University Quality of Student Life Survey. The survey covers 89 institutions where comparable data is available. Data has been gathered from a number of sources, including

More information

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Agenda Item 9.1 Report of: Executive Director of Human & Corporate Resources Margot Johnson Paper prepared by: Head of Operational HR - Gill

More information

Self Assessment STANDARDS

Self Assessment STANDARDS Self Assessment STANDARDS www.wellbeingcharter.org.uk This pack contains an overview of the Workplace Wellbeing Charter, including the Charter Framework, the Assessment Standards and other useful information.

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached.

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached. Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 March

More information

How to Guide: Planning and Performance: Strategic Workforce Planning

How to Guide: Planning and Performance: Strategic Workforce Planning How to Guide: Planning and Performance: Strategic Workforce Planning 1 CONTENTS Topic Page 1 Introduction to Strategic Workforce Planning 3 2 Benefits of Strategic Workforce Planning 3 3 Who is responsible

More information

Business Plan for Strategic Human Resources - March 2012 to 30 September 2013

Business Plan for Strategic Human Resources - March 2012 to 30 September 2013 Business Plan for Strategic Human Resources - March 2012 to 30 September 2013 1. Introduction 1.1 The Service s key responsibilities are to: 1.2 Context Design & deliver people and organisational development

More information

THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015. Summary

THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015. Summary THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015 Summary Context The University aims to continue to build and develop an environment in which staff can develop and contribute to the achievement

More information

Royal College of Music Human Resources Enhancement Strategy 2011 17. Wider strategic context

Royal College of Music Human Resources Enhancement Strategy 2011 17. Wider strategic context Royal College of Music Human Resources Enhancement Strategy 2011 17 Wider strategic context The People section of the RCM Strategic Plan 2007 17, sets out broad strategic goals for the College to develop

More information

Our People Strategy 2016-17. Living our Values

Our People Strategy 2016-17. Living our Values Our People Strategy 2016-17 Living our Values Approved by the Board of Governors 25 November 2015 1. Mission and Values, taken from our Corporate Plan Our Mission We are exceptional and imaginative in

More information

PEOPLE STRATEGY 2012 2017

PEOPLE STRATEGY 2012 2017 PEOPLE STRATEGY 2012 2017 INTRODUCTION The People Strategy sets out Birkbeck s plans to ensure the recruitment, development and retention of the best quality staff in all staff groups, in order to fulfil

More information

Project Coordinator (0.6 FTE)

Project Coordinator (0.6 FTE) Project Coordinator (0.6 FTE) Division of Human Resources Salary Grade 7-31,331 to 36,298 per annum pro rata Fixed term contract until 31 st June 2014 (** see below for contract information) Ref: CSE00771

More information

The Loughborough MBA. Inspiring Winners. www.lboro.ac.uk/mba

The Loughborough MBA. Inspiring Winners. www.lboro.ac.uk/mba The Loughborough MBA Inspiring Winners www.lboro.ac.uk/mba Inspiring Winners Inspiring winners: inspiring leaders Supercharge your career with an internationally accredited MBA from a Top-10 UK business

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

The following points have been raised by the Task and Finish Group regarding performance criteria:

The following points have been raised by the Task and Finish Group regarding performance criteria: Performance criteria 1. Comments from T & F Group The following points have been raised by the Task and Finish Group regarding performance criteria: - Management of the University agreed to use a Balanced

More information

School of Psychology Athena Swan Action Plan

School of Psychology Athena Swan Action Plan 1 Baseline Data and Supporting Evidence 1.1 The SAT wish to closely monitor recruitment to senior academic positions so that future actions can be considered if women are not constituting at least 65%

More information

Human Resources Department 203.6 FTE s

Human Resources Department 203.6 FTE s 27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,

More information

ATHENA PROJECT. Case Study No 9 UNIVERSITY OF OXFORD SWAN BRONZE AWARD MARCH 2006

ATHENA PROJECT. Case Study No 9 UNIVERSITY OF OXFORD SWAN BRONZE AWARD MARCH 2006 ATHENA PROJECT Case Study No 9 UNIVERSITY OF OXFORD SWAN BRONZE AWARD MARCH 2006 The University of Oxford, a founder member of the Athena SWAN Charter, was awarded Bronze SWAN recognition in March 2006.

More information

The College of West Anglia Minutes of The Performance Review and Quality Committee 4 March 2015 2.00 pm Room E007, Isle Campus

The College of West Anglia Minutes of The Performance Review and Quality Committee 4 March 2015 2.00 pm Room E007, Isle Campus The College of West Anglia Minutes of The Performance Review and Quality Committee 4 March 2015 2.00 pm Room E007, Isle Campus Present Sandy Willatt Governor (Chair) Scott Leadley Governor (Vice Chair)

More information

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN

More information

Specialists in housing recruitment

Specialists in housing recruitment Specialists in housing recruitment OVER 20 YEARS EXPERIENCE We know that, as an employer within the housing sector, you require a recruitment partner with comprehensive knowledge of this specialist market;

More information

Plymouth University. European Commission HR Excellence in Research: Action Plan 25 th September 2015

Plymouth University. European Commission HR Excellence in Research: Action Plan 25 th September 2015 Plymouth University European Commission HR Excellence in Research: Action Plan 25 th September 2015 Plymouth University achieved the European Commission HR Excellence in Research Award on 5 th September

More information

School of Business & Economics Centre for Automotive Management

School of Business & Economics Centre for Automotive Management School of Business & Economics Centre for Automotive Management www.lboro.ac.uk/cam Learning is not compulsory neither is survival. W. Edwards Deming, 1900-1993 Automotive Programmes BSc (Hons) in Automotive

More information

Foundation Programme 2014 Recruitment Stats and Facts Final report December 2014

Foundation Programme 2014 Recruitment Stats and Facts Final report December 2014 Foundation Programme 2014 Recruitment Stats and Facts Final report December 2014 Summary information for FP and AFP 2014 recruitment 1. Applications submitted: A total of 7974 applications were submitted,

More information

Human Resources Report 2014

Human Resources Report 2014 Item 7 Item # Council CounciRemunerationl 3 February Date19 2015 March 2013 Human Resources Report 2014 Purpose of paper Action Public/Private Corporate Strategy 2013-15 Decision Trail Recommendations

More information

Recruitment and retention strategy Safeguarding and Social Care Division. What is the recruitment and retention strategy? 2. How was it developed?

Recruitment and retention strategy Safeguarding and Social Care Division. What is the recruitment and retention strategy? 2. How was it developed? Contents What is the recruitment and retention strategy? 2 How was it developed? 2 Newcastle story where were we? 2 Newcastle story where are we now? 3 Grow your own scheme 4 Progression 4 NQSW support

More information

Recognition of UK degrees in Singapore

Recognition of UK degrees in Singapore Contents 1 General 2 Bona fide status of institutions 2a Association of Commonwealth Universities 3 Recognition by professional bodies 3a Accountancy 3b Architecture 3c Dentistry 3d Engineering 3e Land

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

Review of the Management of Sickness Absence Conwy County Borough Council

Review of the Management of Sickness Absence Conwy County Borough Council Audit 2004/2005 Date: December 2005 Authors: Ros Adams and George Jones Ref: 1072A2005 Review of the Management of Sickness Absence Conwy County Borough Council Contents Summary Report Introduction 3 Background

More information

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY REPORT TO THE TRUST HEALTHCARE GOVERNANCE COMMITTEE

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY REPORT TO THE TRUST HEALTHCARE GOVERNANCE COMMITTEE SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY REPORT TO THE TRUST HEALTHCARE GOVERNANCE COMMITTEE I TO BE HELD ON MONDAY 26 NOVEMBER 2012 Subject: Supporting Director: Author: Status

More information

HR Excellence in Research Award: Four year review for Cardiff University

HR Excellence in Research Award: Four year review for Cardiff University HR Excellence in Research Award: Four year review for Cardiff University Cardiff University Concordat Review Group (September 2014) 1 Internal evaluation This internal evaluation was conducted by a University

More information

Prospectus 2016. www.ctc.ac.uk

Prospectus 2016. www.ctc.ac.uk Prospectus 2016 www.ctc.ac.uk The tutors at CTC are experts in academic studies. They are always eager to help when students face challenges in their studies CTC Alumnus, China Cambridge Tutors College

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

International Foundation Programme

International Foundation Programme International Foundation Programme Recognised and approved by over 50 Universities, including the Russell Group. Providing you with access to a wide choice of Undergraduate Degree Programmes: - Art and

More information

Full Report - Graduates in the UK Labour Market 2013

Full Report - Graduates in the UK Labour Market 2013 Full Report - Graduates in the UK Labour Market 2013 Coverage: UK Date: 19 November 2013 Geographical Area: UK and GB Theme: Labour Market Theme: Children, Education and Skills Key points In 2013 there

More information

People Director Job description

People Director Job description People Director Job description About Teaching Leaders Teaching Leaders is an innovative not-for-profit organisation whose mission is to address educational disadvantage by growing a movement of outstanding

More information

Director of Human Resources EDUCATION LIKE NO OTHER

Director of Human Resources EDUCATION LIKE NO OTHER Director of Human Resources EDUCATION LIKE NO OTHER The opportunity UWC South East Asia (UWCSEA) has been delivering a holistic, values-based education to international students in Singapore for more than

More information

Information Systems Developer (2 posts)

Information Systems Developer (2 posts) Information Systems Developer (2 posts) Recruitment Pack July 2015 Ref: R1899 Dear Applicant Thank you for your interest in this post and in the University. At the University of Huddersfield we have a

More information

Key Performance Indicators

Key Performance Indicators Council 13, Document M Key Performance Indicators nnual Summary of the 2008/09 Reports Through 2008/09, supported by the Planning Office, KPI owners have presented pairs of KPIs to successive meetings

More information

Human Resources & Facilities Services. Service Delivery Plan 2014/15. Overview of the Human Resources Service

Human Resources & Facilities Services. Service Delivery Plan 2014/15. Overview of the Human Resources Service Human Resources & Facilities Services Service Delivery Plan 2014/15 Overview of the Human Resources Service The role of the HR Service is to support the Council in achieving its corporate objectives, priorities

More information

CONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN

CONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN CONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN During the last academic year, an in-depth gap analysis exercise was undertaken

More information

Division of Human Resources Strategy 2011-2016

Division of Human Resources Strategy 2011-2016 Division of Human Resources Strategy 2011-2016 www.le.ac.uk/personnel/ Version: HR STRATEGY 2010-2014 2011.04.13.docx University of Leicester Human Resources Strategy 2010 2014 Contents: EXECUTIVE SUMMARY

More information

Customer Relationship Management Officer

Customer Relationship Management Officer Customer Relationship Management Officer Marketing, Communications and Student Recruitment Division Student Recruitment Office Salary Grade 6-25,504 to 29,541 per annum Open Ended Contract Ref: CSE00784

More information

TIMES HIGHER EDUCATION TABLE OF EXCELLENCE SINGLE SUBJECTS

TIMES HIGHER EDUCATION TABLE OF EXCELLENCE SINGLE SUBJECTS TIMES HIGHER EDUCATION TABLE OF EXCELLENCE Quality profile of institution % 2008 2001 Number of Total number Indicative 4* 3* 2* 1* U/C Average rank rank UoAs of staff proportion of score order order entered

More information

British Antarctic Survey Action Plan

British Antarctic Survey Action Plan The objectives and actions outlined below reflect the themes and issues identified by our Self Assessment Team (SAT). We have set targets, which are challenging yet realistic, given our starting point,

More information

CONCORDAT ACTION PLAN - v2.0 (JUNE 2014)

CONCORDAT ACTION PLAN - v2.0 (JUNE 2014) CONCORDAT ACTION PLAN - v2.0 (JUNE 2014) Concordat theme Action Lead Timescale 1 RECRUITMENT AND SELECTION 2 RECOGNITION AND VALUE 1.3 Receive a biannual management information report on starters and leavers.

More information

Medical Schools Entry Requirements (June 2011)

Medical Schools Entry Requirements (June 2011) Medical Schools Entry Requirements (June 2011) Until quite recently many medical schools would not allow both Mathematics and Further Mathematics qualifications to count towards meeting their offers. Fortunately

More information

Business Plan-Human Resource Component

Business Plan-Human Resource Component RiskID Phone 0403369295 Fax 08 94466487 hemsm@riskid.com.au ABN 256 145 86627 Business Plan-Human Resource Component Mid West Group of Councils August 2010 1.1 People Current State The four Shires are

More information

Information pack for the role of Education and Development Project Manager Find a Future

Information pack for the role of Education and Development Project Manager Find a Future Information pack for the role of Education and Development Project Manager Find a Future August 2015 Context Find a Future is the educational organisation that brings together WorldSkills UK Skills Competitions,

More information

School of Business and Economics. The Loughborough MBA. www.lboro.ac.uk/mba

School of Business and Economics. The Loughborough MBA. www.lboro.ac.uk/mba School of Business and Economics The Loughborough MBA Equipped to succeed Corporate partnerships Our corporate partnerships with over 400 organisations in more than 20 countries ensure that our teaching

More information

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2 MEETING OF TRUST BOARD EXECUTIVE SUMMARY TITLE & DATE: AGENDA ITEM 4.2 National NHS Staff Survey and Trust Staff Satisfaction Survey 2013 Action Plan 27 February 2014 This paper is for: Approval x Decision

More information

Provide effective and timely HR guidance and support in customer services review by minimising redundancy and delivering.4m savings in a full year

Provide effective and timely HR guidance and support in customer services review by minimising redundancy and delivering.4m savings in a full year Objective 1 Customer Services Review Appendix A Provide effective and timely HR guidance and support in customer services review by minimising redundancy and delivering.4m savings in a full year Published

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Human Resources Strategy 2012-2016. Excellent People

Human Resources Strategy 2012-2016. Excellent People Human Resources Strategy 2012-2016 Excellent People SPONSOR: Sandra Le Blanc Director of Human Resources Signature: AUTHORS: Sandra Le Blanc Director of Human Resources Keith Warrior Associate Director

More information

Human Resources and Training update

Human Resources and Training update 4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.

More information

For completion by External Examiner: Professor Robert W Duck University of Dundee. BSc Environmental Geoscience

For completion by External Examiner: Professor Robert W Duck University of Dundee. BSc Environmental Geoscience EXTERNAL EXAMINER ANNUAL REPORT FORM The completion of this Report is supported by Annual Report Form Guidance to External Examiners. The Guidance and this Form are available at: http://www.cardiff.ac.uk/regis/ifs/exex/rep/index.html.

More information

POSITION PROFILE Payroll Systems Administrator. Position Summary. Position Statement. Corporate Vision. Constructive Culture

POSITION PROFILE Payroll Systems Administrator. Position Summary. Position Statement. Corporate Vision. Constructive Culture Position Summary Position Title : Business unit : Finance Division : Governance Classification : Level 5 Status : Ongoing (Full-Time) Position Statement Reporting to the Financial Accountant, the purpose

More information

Director of Strategic Planning and Finance

Director of Strategic Planning and Finance Ashcroft International Business School Job Description Job Title: Grade: Work Base: Hours of Work: Responsible to: Responsible for: Relationships and Contacts: Director of Strategic Planning and Finance

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:

More information

Queen Mary, University of London An Overview

Queen Mary, University of London An Overview Queen Mary, University of London An Overview Queen Mary, University of London www.qmul.ac.uk Queen Mary, University of London is one of London and the UK's leading research-focused higher education institutions.

More information

Introduction to Undergraduate Student Recruitment

Introduction to Undergraduate Student Recruitment Introduction to Undergraduate Student Recruitment Jonathan Tinnacher Head of Student Recruitment www.le.ac.uk Overview What is in the White Paper? What does it mean for Leicester? Where are we? and what

More information

The Council, 25 April 2016 Annual Report of the Equality and Diversity Board 2015-16

The Council, 25 April 2016 Annual Report of the Equality and Diversity Board 2015-16 The Council, 25 April 2016 Annual Report of the Equality and Diversity Board 2015-16 Date: 11 April 2016 Chair: Pro-Vice Chancellor Professor Gill Valentine Secretary: Ms Gill Tait 1 Governance 1.1 Gender

More information

GETTING INTO MEDICAL SCHOOL

GETTING INTO MEDICAL SCHOOL GETTING INTO MEDICAL SCHOOL Brenda Stephenson Project Manager Aimhigher County Durham Stella Barnes HE and Careers Adviser Queen Elizabeth Sixth Form College GETTING INTO MEDICAL HORSES FOR COURSES Choosing

More information

Orthodontic Specialty Training in the UK

Orthodontic Specialty Training in the UK Orthodontic Specialty Training in the UK This document has been produced by the British Orthodontic Society Orthodontic Specialty Training in the UK Specialty Training Registrar in Orthodontics There are

More information

Student Living Index 2016 QUANTITATIVE STUDY AMONG UNIVERSITY STUDENTS IN THE UK

Student Living Index 2016 QUANTITATIVE STUDY AMONG UNIVERSITY STUDENTS IN THE UK Student Living Index 2016 QUANTITATIVE STUDY AMONG UNIVERSITY STUDENTS IN THE UK Initial headlines Key Findings Portsmouth has topped the Student Living Index charts as the most cost effective city. Students

More information

Recruitment and Selection Procedure

Recruitment and Selection Procedure Recruitment and Selection Procedure INTRODUCTION The College aims to attract, select and retain the best candidate to any given vacancy within the college. The College is committed to safeguarding and

More information

15/24. NHSBT Board Meeting. 1 Date / title of meeting. 26 th March 2015. 2 Title of paper Your Voice employee survey outcome and actions

15/24. NHSBT Board Meeting. 1 Date / title of meeting. 26 th March 2015. 2 Title of paper Your Voice employee survey outcome and actions 15/24 1 Date / title of meeting NHSBT Board Meeting 26 th March 2015 2 Title of paper Your Voice employee survey outcome and actions 3 Status Official and disclosable 4 Tweet (max 140 characters) Outcome

More information

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources Human Resources Activity Management Plan Long Term Plan 2015 2025 15 December 2014 Human Resources Quality Assurance Statement Christchurch City Council Civic Offices 53 Hereford Street PO Box 73015 Christchurch

More information

CONCORDAT IMPLEMENTATION

CONCORDAT IMPLEMENTATION CONCORDAT IMPLEMENTATION UNIVERSITY OF ABERDEEN HR EXCELLENCE IN RESEARCH AWARD TWO YEAR INTERNAL REVIEW PROGRESS REPORT. The University of Aberdeen received the HR Excellence Award for Excellence in December

More information

We have introduced the title of Associate Professor for our grade 9 academic staff, which is equivalent to Senior Lecturer.

We have introduced the title of Associate Professor for our grade 9 academic staff, which is equivalent to Senior Lecturer. Faculty of Engineering School of Computing Lecturer / Associate Professor in Computer Science We have introduced the title of Associate Professor for our grade 9 academic staff, which is equivalent to

More information

Contractor 2702. Consultant Providing qualified leads for clients to improve growth of small to medium enterprises.

Contractor 2702. Consultant Providing qualified leads for clients to improve growth of small to medium enterprises. To work with growing organisations utilising my extensive strategic, general business and human resources management experience to improve the profitability of small to medium enterprises. Areas of Expertise:

More information

Chapter 11. Strategic Planning, Appraisal and Staff Development

Chapter 11. Strategic Planning, Appraisal and Staff Development Chapter 11 Strategic Planning, Appraisal and Staff Development 11. STRATEGIC PLANNING, APPRAISAL AND STAFF DEVELOPMENT 11.1 Strategic Planning The University of Wales: Trinity Saint David focuses on its

More information

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( )

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( ) Role Profile template Job Title Service Desk Manager Barnet Band and scale range BBB 47-50 Reports to Head of IS Service area Corporate Services Directorate Number of staff responsible for 7 Budget responsibility

More information

Administrator Phase 1 MBChB Medical degree course

Administrator Phase 1 MBChB Medical degree course Administrator Phase 1 MBChB Medical degree course Department of Medical and Social Care Education College of Medicine, Biological Sciences & Psychology Salary Grade 4-17,503 to 20,172 per annum Ref: MBP00882

More information

Establish staff satisfaction action group including majority staff representatives Establish resource planning group

Establish staff satisfaction action group including majority staff representatives Establish resource planning group Staff Satisfaction Survey 2013 Action Plan Overall Influence N/A Identify priority teams Priority teams identified End Feb Programme Management Clarity Identify successful Teams identified End Feb Work

More information

The role of Head of HR

The role of Head of HR The role of Head of HR Brook is looking to appoint its first permanent Head of Human Resources as part of the final stages of merging into single, unified organisation. This role will develop an ongoing

More information

Dissertation. The programme consists of 9 modules.

Dissertation. The programme consists of 9 modules. Appendix 4 Postgraduate programmes in Public This table has been compiled from information on provider websites, November 2008 January 2009. It concentrates on Masters degrees. Most Masters programmes

More information