Right: People Roles Recognition - Culture

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1 Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge and attributes. Together we will foster a culture where everyone feels engaged, empowered and recognized for their contribution. Right: People Roles Recognition - Culture P1 People P2 Roles P3 Recognition P4 Culture Priorities People share RGU values and ambitions; feel engaged and involved and experience effective leadership at all levels Everyone understands their role and how they contribute to our success, People feel valued and respected, and are treated equitably and fairly People feel that their wellbeing is taken seriously and that they are involved in, and consulted on important decisions A1.1 Clarify our values A2.1 Redefine current roles A3.1 Align strategy for incentives and rewards to RGU priorities A4.1 Embed and promote employee wellbeing Actions A1.2 A1.3 A1.4 Enhance our leadership capability Nurture talent t Ensure effective performance management A2.2 A2.3 Redefine role expectations Enhance organizational flexibility A3.3 A3.2 Align core pay/grade & benefit system to priorities Redefine career development and progression policy & practice A4.2 Ensure effective communication Ensure meaningful A4.3 involvement in decision making

2 Priority 1 People People share RGU values and ambitions; have the knowledge, attitude and skills to contribute meaningfully to our strategic aims; and people experience effective leadership at all levels. A1.1 Clarify our Values Restate our current values and required attitudes and behaviours A1.2 Enhance our leadership capability so that people experience effective Review expected attitudes and behaviours which will be required of our leaders to deliver our university strategy leadership at all levels Embed expected attitudes and behaviours into the appointment and development of all leaders/managers and into their performance review process Develop, recruit and appoint leaders who are aligned to our values and show the qualities, attitudes and behaviours we need Develop leaders/managers at all levels as people coaches Integrate change and change management as a core facet of leadership at all levels A1.3 There is a planned approach to nurturing talent and identifying Develop university talent management and succession strategy, policy and plans to support institutional strategy future leaders Implement our planned approach to nurturing talent and identifying future leaders Revisit and revise the university staff development strategy and plans to ensure that these are aligned to university priorities and maintain an effective flow of role-ready talent A1.4 Ensure effective performance management Strengthen how we discuss, agree and describe objectives, targets and milestones and how we monitor and appraise performance, focused on effective outcomes Coach and support leaders/managers to tackle under-performance within their teams Review how we manage and use performance data, with a view to implementing a more integrated system

3 Priority 2 Roles Everyone understands their role and how they contribute, as individuals and in teams, to our success. There is a clear understanding of accountabilities, responsibilities and performance expectations. A2.1 Re-define roles, expectations, accountabilities and responsibilities Revisit current role requirements at all levels in terms of expectations, accountabilities and responsibilities Agree generic and specific roles required to deliver the university strategy Use language that is clear and unambiguous in its meaning and intent A2.2 Align re-defined roles into our recruitment, retention and Revisit how we describe roles to include statements that focus on effective relationships, attitudes, behaviours, performance and outcomes performance processes Align statements about values, attitudes, role expectations and behaviours in all person specifications and in performance management processes Strengthen selection methods and appointment decisions against these criteria to ensure quality appointments A2.3 Enhance organisational flexibility Maintain an overview of current and future skill needs; identify gaps and plan to ensure required capacity and capability Implement our succession planning process to manage future skill needs Identify, assess and adopt approaches to workforce models, planning and utilisation that are more suited to future needs

4 Priority 3 Recognition People feel valued, have opportunities to develop and are rewarded equitably and fairly for their contribution. A3.1 Align strategy for incentives and rewards to RGU priorities A3.2 Align core pay/grades and benefit system to priorities A3.3 Redefine career development and career progression policy & practice Engage all staff in developing our recognition and reward arrangements to better align to institutional priorities Promote our total reward and recognition arrangements to ensure that all staff understand the total value they gain from working for RGU Develop pensions strategy as part of the overall reward offer ensuring that provision is appropriate for our diverse workforce Review arrangements for grade and pay progression, ensuring that both are widely understood and aligned to university strategic needs Review existing career development and career progression policy, practices and processes Clearly articulate our future needs and any new arrangements for career development and career progression Clarify ownership of career development and how we can support people with their aspirations Ensure continuing personal and professional development is actively prioritised and supported

5 Priority 4 Culture People are treated with respect and know that their wellbeing and health and safety are taken seriously. People are consulted and involved in decisions that affect them. A4.1 Promote wellbeing Place wellbeing at the heart of our overall strategy by finalising an employee wellbeing strategy, policies and plans that fully integrate with our aspirations as a healthy university Embed wellbeing into our culture by making employee health, safety and wellbeing an explicit manager/leader responsibility Review our academic workload management processes to ensure fair and equitable distribution of work A4.2 Ensure effective communication Listen to, receive feedback from and respond appropriately to staff Ensure staff are consistently well informed and feel included Ensure regular, appropriate and consistent communication across all parts of the A4.3 Increase involvement in decision making university Ensure the importance of and responsibility for effective decisions, and the communication thereof, is understood at every level Embed an expectation of effective and informed decision making into our culture Further develop arrangements for staff contribution to and involvement in, negotiation and consultation on employment related matters

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