Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited

Size: px
Start display at page:

Download "Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited"

Transcription

1 Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number 13/1330 Delivered by IBP, an official partner for London, South East and South West England

2 Contents Page No. Introduction 3 Executive summary 4 Assessment findings 5 Recommendation and next steps 10 Client feedback 11 Promoting continuous improvement 11 Annex A: Outcomes table 12 2

3 Introduction This assessment was carried out in accordance with the Assessment Plan dated 19 th June 2013, with the exception of a few substitutions agreed in advance of the interviews. This report presents the findings of the assessment, recognising good practice and highlighting areas for potential development. The report is structured around the key themes which summarise the evidence requirements from the wider framework which were included in this assessment. I would like to extend my thanks for the warm hospitality I was shown, and to everyone involved in the assessment, particularly Marilyn Jones for her efforts in planning and organising the interviews, and making sure everything went smoothly. Everyone was very open and co-operative, and demonstrated their commitment and loyalty to the organisation. 3

4 Executive summary This assessment has once again shown Bradstow School to be a dynamic and professional organisation, completely committed to continuous improvement in the pursuit of excellence. The degree of change and progress in approaches for managing and developing people in the short time since last year s assessment is really impressive. The school has revisited its vision, mission and values, and has developed and distributed a suite of key documents capturing the essence of the way things are done and what is expected of managers and staff members. The EFQM Excellence Model continues to provide a solid framework for driving continuous improvement, and is used to provide detail and structure based on accepted best practice. Significant efforts have been made to involve people more widely in planning and driving continuous improvement, and there are some really good examples of people s views and feedback driving the implementation of new initiatives and approaches. On a practical level, significant work has been done to further develop the training database, and the approach for induction has been completely refreshed. The approach for developing people s understanding and application of gentle teaching principles has also been significantly developed this year. Performance management and appraisal has also been completely reviewed, now referring to relevant professional standards, and a new approach has been piloted to enable managers to critically assess their skills. A range of initiatives has also been introduced to ensure that people feel that their efforts are recognised and rewarded, informed by the results of a staff survey on the topic. These incorporate some innovative approaches to improve health and wellbeing, such as health days, and a change to a local occupational healthcare provider. Recommended actions for consideration include: Further expanding the involvement in business planning Embedding the new suite of documents into practice, helping people to understand the implications for behaviour and actions Rolling out the new performance management and management skills audit approach Introducing 360 o feedback for managers Encouraging managers to consider the learning styles of their staff members when planning learning and development Encouraging people to recognise their colleagues contribution to the organisation Continuing to broaden consultation, consulting widely on specific topics including the design of consultation arrangements, and involving people specifically in identifying improvements to the way they are managed and developed. Involving people in recruitment and selection of team members. Consider ways to evaluate more critically and continue to improve the effectiveness of the Staff Forum. Use the Staff Survey in September 2013 to measure improvement in people s view of how they are managed and developed. The assessment confirmed that the organisation now meets 25 out of the 39 evidence requirements assessed. This brings the total to 185 evidence requirements met, once again exceeding the benchmark of 165 required for Investors in People Gold accreditation. 4

5 Assessment findings This assessment has once again shown Bradstow School to be a dynamic and professional organisation, completely committed to continuous improvement in the pursuit of excellence. The degree of change and progress in approaches for managing and developing people in the short time since last year s assessment is really impressive. The assessment findings are set out below, structured around the headings used in the Investors in People Improvement Plan put in place following last year s assessment, plus an additional heading to address performance measurement and continuous improvement. Strategy and planning The Vision, Mission and Values day held in January involved a representative staff group in developing new statements of the school s vision, mission and core values, reflecting the gentle teaching approach. These were then effectively documented and presented to all staff in April. There is a good level of awareness across the organisation of this work and the document produced, and an appreciation of the underlying philosophy and what this means for the way people should work and behave towards each other and with the students. The key strategies are also concisely summarised using the Balanced Scorecard approach, although it is unclear as to whether or how this is used in practice. The use of the EFQM Excellence Model has been further embedded as a framework underpinning planning in all aspects of the school s operations, driving continuous improvement based on best practice approaches. Involvement in the Vision, Mission and Values day was limited to a representative group, so most people still feel that they have not been actively involved in the planning process at this stage. A training day is planned for September to involve staff in unpicking school priorities. (ERs 1.20 and 4.9 not met.) While some very useful documentation has been developed and shared with people across the organisation, the process of embedding the ideas and principles contained within them into practice is still in the early stages. Consequently while general awareness of the documents may be relatively high, understanding of engagement with understanding the content and the implications for people and managers on the ground remains relatively low at this point. Performance management and appraisal The new approach for teachers performance management is clearly underpinned by best practice standards, and encourages teachers to consider their development needs in the context of their longer-term career expectations. Teachers have been specifically asked for their feedback on the approach, to inform further development and rollout to other roles across the organisation. Teachers have confirmed that the approach is more constructive and focused, and generally spoke very positively about their experience. (ERs 4.4, 4.5, 4.6 met) The quality and effectiveness of the performance management have also been improved, with Quality Assurance/monitoring sheets being completed by all 5

6 Performance Managers, and evidence of improved quality of targets set, and objectives clearly linked to the SDP. Develop the performance management approach in light of experience of use with and feedback from teachers and roll out to all other staff. (ERs 4.10 and 4.11 not met.) Develop further managers and people s understanding of the role and expectations of Performance Managers, as described in the Staff Charter. Consider incorporating an element of 360 o feedback for managers, to inform their development individually and collectively. (ER 5.13 not met.) Management capabilities The work done to improve performance management and appraisal clearly supports the definition of what is expected of managers, and provides a structured approach for reflection on performance and the identification of learning and development needs of managers. In addition, the Staff Charter provides a really clear and succinct description of what managers and staff members should expect from each other. The development of this document involved discussion at the Staff Forum and other groups such as teachers meetings. (ERs 4.4, 4.5, 4.6 met) A coaching and mentoring programme has also been put in place for all Performance Managers, with two sessions held in May for a total of 34 staff. This has also been well received, and managers are clearly using some of the ideas in practice to improve the support they provide to their teams. (ER 4.6 met) The development of leadership capabilities has also been further encouraged across the organisation through the introduction of leadership objectives for all staff. Feedback from people about the effectiveness of their manager was generally very positive. They described open and trusting relationships, in line with the school s values, and employing a constructive, supportive and coaching management style. (ERs 5.16, 5.20, 5.23, 5.24 and 5.25 met.) Whilst managers and people are clearly aware of the existence of the Staff Charter, levels of familiarity with the content of this document are low at this point. Further work is needed to fully embed this thinking into everyday practice, and to make it impact on the way people and managers think and behave towards each other. This indicates a lack of ownership on the part of managers, and suggests they could have been more actively involved in developing the definitions of expectations of managers and the capabilities they need in order to meet these. (ER 4.9 not met.) The new approach to performance management incorporating a skills audit has not yet been rolled out to other managers across the organisation, and so they are not yet receiving comprehensive feedback on their performance against the defined capabilities, and the support for their development in line with this. (ERs 4.10 and 4.11 not met.) 6

7 Learning and development Implementation and development of the Training Database has continued, particularly with respect to the application of Kirkpatrick s model of evaluation. The database and supporting processes now ensure the evaluation of the effectiveness of training at each level, including impact on performance. The database has also enabled the production of Individual Training Plans and training histories for all staff, incorporating Performance Management outcomes. Training this year has included three key areas of focus: performance management, coaching and training database user training for managers a new approach for gentle teaching, including a new mentor, and focusing on working in multi-disciplinary groups around individual students. Also the provision of Mindfulness workshops to reduce staff stress. induction. The induction process has been thoroughly reviewed and overhauled, with particular focus on taking account of different learning styles, with less focus on learning by listening. The new approach is very structured and comprehensive, supported by a checklist starting from pre-joining information, to ensure that all stages are covered. Each new joiner has a staff induction workbook, structured around the the Children s Workforce Development Council s Standards for Induction. The process encourages the gradual application of learning in practice and personal reflection. The Induction Review Tool provides a really detailed approach for reflecting on your Induction Training, connecting the way you deliver induction training with learning outcomes, and should ensure that all new joiners feel well equipped to do their jobs. People are generally more clear about how their learning and development is planned to build their future capability to contribute to achieving the organisation s vision. They feel well supported by their managers, and have clear objectives for putting their learning into practice. People confirmed that learning and development achievements are recognised and celebrated individually through specific comments from managers and senior managers, and more publicly at events and presentations. (ERs 2.12, 8.16 and 8.17 met.) The design of the new induction process clearly takes account of different learning styles, however managers and people generally are not clear as to how individual learning styles should be taken into account when planning learning and development. (ERs 2.10 and 2.15 not met.) Recognition and appreciation A survey was sent to all staff in the spring to gather their views and preferences regarding approaches for recognition and reward. As a result of these, a variety of initiatives have been implemented, including: A Reward and Recognitions Statement/Policy health days celebrations a new staff room a new, locally based occupational healthcare provider Mood boards in key areas. 7

8 Feedback indicates that people really appreciate these changes, and they have particularly enjoyed the health days and celebrations. (ERs 6.12, 6.17 and 6.18 met.) People generally feel the organisation s reward and recognition strategy to be fair and effective in motivating them, and they can describe in broad terms what they need to do to be valued, recognised and rewarded. However, there could be greater transparency and fairness in terms of what good looks like and what is rewarded ie the behaviours regarded as exemplary. An example cited is the recognition and reward of low absenteeism which is not clearly spelt out. (ERs 6.15 and 6.16 met.) There is no evidence of people being encouraged to recognise the contribution their colleagues make to the organisation. (ERs 6.13 and 6.19 not met.) Consultation, involvement, engagement A variety of initiatives has been taken forward during the last year, aimed at involving people more widely in consultation and improvement planning, building on the positive example of the Communication Group. These include: A representative group being involved in the Vision, Mission and Values day The revised staff survey seeking feedback and suggestions about recognition and reward The introduction of the Survey Board, to communicate back the key findings from surveys and actions arising. The introduction of the Forum Board, to encourage people to put forward suggestions and ideas for improvements to their representative. Blue sky Training for groups to encourage ideas and suggestions for improvement. Termly Bradstow Bulletins. As a result of these initiatives, and the general culture of open, supportive and collaborative working with managers, people confirmed that they have the opportunity to take part in decision-making, and they feel comfortable challenging the way the organisation works to improve performance. (ERs 7.11, 7.13 and 7.18 met.) Consider ways to broaden the direct involvement of a wider number of people across the organisation, as well as consulting through representative groups. For example, the people involved in the Vision, Mission and Values day are doubtless totally engaged, but others outside this group appear to be only rather vaguely aware of what the group achieved. Building on the consultation regarding recognition and reward, continue to consult widely on specific topics to enable people to be involved in identifying improvements to the way they are managed and developed. Involving people in designing consultation arrangements would be another useful application of this approach. (ERs 7.7 and 7.17 not met.) People found it difficult to give specific examples of how they are involved in identifying improvements to the way they are managed and developed. (ER not met.) People explained how they may be involved in recruitment and selection decisions to an extent, by being asked for their opinions having met and spent some time with candidates, but it is not always clear to them that their views are actually taken into account. Closing the feedback loop is important here, 8

9 particularly in explaining why a decision may have been taken which appears to not to be in line with the team s views. (ER 3.27 not met.) Consider ways to evaluate more critically the effectiveness of the Staff Forum. How is success measured? It may prove beneficial to look at clarifying roles and remit, and consider training for representatives to help them to be really effective in engaging their constituencies. Performance measurement and continuous improvement There has been a significant shift in approach towards evaluating the impact on performance of the school s people strategies, with much more critical evaluation of return on investment. Reporting has always been a strength, but a number of the initiatives already mentioned above have built upon this to ensure that return on investment information is reported clearly to all stakeholders. (ERs 9.8 and 9.9 met.) The senior leadership team has always been clearly committed to driving continuous improvement: the noticeable difference during this assessment is the drive to widen involvement of managers and staff beyond this core team. There are many more opportunities for managers and staff to be involved in evaluating approaches, giving feedback and making suggestions for improvement. (ERs 9.10 and met.) As a result, people clearly believe that managers are genuinely committed to improving the way they manage and develop them, and that it is a great place to work, despite its challenges. (ERs and met.) Having revised the Staff survey last September, it is difficult to demonstrate an improvement in people s view of how they are managed and developed at this point. The next survey is planned for September 2013 and this should provide evidence of improvement or otherwise. (ER 10.9 not met.) 9

10 Recommendation and next steps Having carried out the assessment process in accordance with the guidelines provided for Assessors by Investors in People United Kingdom Commission for Employment and Skills, the Assessor is totally satisfied that Bradstow School meets the requirements of the Investors in People National Standard, plus an additional 146 evidence requirements, exceeding the benchmark for Investors in People Gold accreditation. Investors in People accreditation is granted indefinitely, with a proviso that an interaction is undertaken within 18 months of accreditation and a full assessment takes place no greater than 3 years apart. Assessments can be undertaken at any time and more frequent assessments are recommended to maintain levels of good practice and continuous improvement. The organisation should discuss and agree the best strategy for future use of the Investors in People framework, and the timing of the next assessment, with their IiP Specialist, using the Improvement Planning Meeting scheduled for 4:30pm on Monday 16 th September. Alli Gibbons 30 August 2013 t m e 10

11 Client Feedback Both the Investors in People Specialist and Investors in People South/IBP would welcome your feedback on this assessment and you will shortly be supplied with a Client Satisfaction Questionnaire to complete. We would very much appreciate it if you would complete and return the questionnaire after your Improvement Planning Meeting has been concluded. Should you wish to contact an Account Manager at Investors in People South/IBP for any reason, please telephone , use the contact option on our website or send an to Promoting continuous improvement Investors in People South/IBP offers an integrated advice and assessment support service, workshops, surgeries and networking events to promote continuous improvement and maximise the benefits of working with The Standard. We also work with a team of highly experienced consultants to offer an extensive range of tailored business support and organisational development solutions to help improve business performance. Details of the support available to you can be found on: - Internet: Telephone: Follow us on or find us on Contact us: Delivered by IBP, an official partner for London, South East and South West England T: E: W: 11

12 Annex A: Outcomes Table - Evidence Requirements Framework Matrix (Evidence requirements Met / Not Met) = met X = not met N/A = not applicable Blank = not assessed Core Standard Total number of core evidence requirements assessed - 0 Total number of core evidence requirements met - 0 Indicators ERs Wider Framework Total number of additional evidence requirements assessed 39 Total number of additional evidence requirements met Core Core Core Core Core 5 Core Core Core 6 Core 7 X 8 9 X X 10 X X 11 X 12 X 13 X X X X X 20 X X

INVESTORS IN PEOPLE REPORT

INVESTORS IN PEOPLE REPORT INVESTORS IN PEOPLE REPORT Guy's & St Thomas NHS Foundation Trust Presented by Kate Baker Investors in People Practitioner On behalf of Investors in People South of England November 2015 (14-04922) Introduction

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Kenard Engineering (Dartford) Company Ltd Presented by Samantha Kitney Assessor - Investors in People On behalf of Inspiring Business Performance Limited 17 th February

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose

More information

Investors in People First Assessment Report

Investors in People First Assessment Report Investors in People First Assessment Report K.H.Construction Cambridge Assessor: Lesley E Ling On-site Date/s: 3 rd September 2008. Recognition Date: Contents 1. Introduction Page 2 2. Assessment and Client

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

INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT

INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT for Bedford Citizens Housing Association Page: 1 of 13 Key Information Assessment Type Investors in People Specialist Assessment Jeannette Stanley Visit Date

More information

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT

INVESTORS IN PEOPLE ASSESSMENT REPORT INVESTORS IN PEOPLE ASSESSMENT REPORT The Ashcombe School Presented by Sally Szwarc Investors in People Specialist On behalf of Inspiring Business Performance Limited 28 th June 2013 Delivered by IBP,

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

We believe organisations succeed by realising the potential of their people. Because good people make a great business.

We believe organisations succeed by realising the potential of their people. Because good people make a great business. We believe organisations succeed by realising the potential of their people. Because good people make a great business. Our unique approach The Investors in People Framework underpins our assessment methodology.

More information

You matter, we care. Board Meeting Part 1 Date: 26 February Directorate Report: Organisational Development

You matter, we care. Board Meeting Part 1 Date: 26 February Directorate Report: Organisational Development You matter, we care Board Meeting Part 1 Date: 26 February 2014 Title: Item: Directorate Report: Organisational Development BD/13/334 Executive Director lead and presenter Report author(s) Rachel Clark,

More information

Our Framework Summary

Our Framework Summary Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a

More information

INVESTORS IN PEOPLE REPORT

INVESTORS IN PEOPLE REPORT INVESTORS IN PEOPLE REPORT Leyton Sixth Form College Presented by Vincent Dolan Investors in People Specialist On behalf of Investors in People South of England 7 July 2014 1 Contents Page No. Introduction

More information

Investors in People 2013 - Communications Plan. Introduction What is IiP?

Investors in People 2013 - Communications Plan. Introduction What is IiP? Investors in People 2013 - Communications Plan Introduction What is IiP? Investors in People specialises in transforming business performance through our employees. It is designed to help the Council achieve

More information

Shared Approach INVESTORS IN PEOPLE ASSESSMENT REPORT COMMERCIAL IN CONFIDENCE. INVESTORS IN PEOPLE SPECIALIST: Helen Gisbourne

Shared Approach INVESTORS IN PEOPLE ASSESSMENT REPORT COMMERCIAL IN CONFIDENCE. INVESTORS IN PEOPLE SPECIALIST: Helen Gisbourne INVESTORS IN PEOPLE ASSESSMENT REPORT COMMERCIAL IN CONFIDENCE Shared Approach INVESTORS IN PEOPLE SPECIALIST: Helen Gisbourne DATE: 30 th October 2012 Investors in People North of England is delivered

More information

Higher Apprenticeships in. Level 7. Higher Apprenticeship Sector consultation November 2012

Higher Apprenticeships in. Level 7. Higher Apprenticeship Sector consultation November 2012 Higher Apprenticeships in Accountancy, Audit and Tax Level 7 Higher Apprenticeship Sector consultation November 2012 Higher Apprenticeship in Accountancy, Audit and Tax Foreword: building a bridge to the

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT

INVESTORS IN PEOPLE ASSESSMENT REPORT INVESTORS IN PEOPLE ASSESSMENT REPORT Birmingham City University Human Resources Department Page: 1 of 19 Key Information Assessment Type Review Investors in People Specialist Name Bob Morrison Visit Date

More information

The dissatisfaction with employee retention was the driver. Everything else stemmed down from that. (Recruitment and Training Manager)

The dissatisfaction with employee retention was the driver. Everything else stemmed down from that. (Recruitment and Training Manager) Case study Dealing with staff turnover a case study on getting and keeping the right people This case study looks at the experience of a high tech organisation that aimed to improve its staff retention..

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

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT

INVESTORS IN PEOPLE ASSESSMENT REPORT INVESTORS IN PEOPLE ASSESSMENT REPORT Lakers School Presented by Dave Pegler Investors in People Specialist On behalf of Inspiring Business Performance Limited Project Number: 12 / 1579 May 2013 Delivered

More information

Law School Senior Managers Development Programme

Law School Senior Managers Development Programme The University for World-Class Professionals Law School Senior Managers Development Programme Programme Report By Alison Laithwaite Development & Training Officer Background to the programme Objectives

More information

INVESTORS IN PEOPLE: WHAT S IT ALL ABOUT? Sue Greener and Tom Bourner

INVESTORS IN PEOPLE: WHAT S IT ALL ABOUT? Sue Greener and Tom Bourner INVESTORS IN PEOPLE: WHAT S IT ALL ABOUT? Sue Greener and Tom Bourner Sue Greener and Tom Bourner, May 2005 Brighton Business School University of Brighton Occasioal/Working Paper Series Working Paper

More information

Workforce & OD Strategy 2011-2016

Workforce & OD Strategy 2011-2016 Workforce & OD Strategy 2011-2016 Contents Page Introduction and Context 1 Section 1 2 THE CURRENT WORKFORCE Section 2 5 VISION FOR THE FUTURE Section 3 7 KEY PLATFORMS AND OUTCOMES Section 4 10 ORGANISATIONAL

More information

To provide a brief summary of results from the 2015 National NHS Staff Survey

To provide a brief summary of results from the 2015 National NHS Staff Survey Meeting / Committee: Trust Board Meeting Date: 31st March 2016 This paper is for: Approval Discussion Information Assurance Title: National NHS Staff Survey Results 2015 Purpose: To provide a brief summary

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT

INVESTORS IN PEOPLE ASSESSMENT REPORT INVESTORS IN PEOPLE ASSESSMENT REPORT Heronsgate Primary School Presented by Ben Hayes Investors in People Specialist On behalf of Inspiring Business Performance Limited 29 April 2013 Delivered by IBP,

More information

Job description People and Organisational Development Business Partner (Operations)

Job description People and Organisational Development Business Partner (Operations) Job description People and Organisational Development Business Partner (Operations) Main purpose of job The purpose of the People and Organisational Development (POD) directorate is to ensure the Society

More information

Camden Leadership Behaviours

Camden Leadership Behaviours Camden Leadership Behaviours Camden Leadership Behaviours Introduction from the Chief Executive Tackling the longstanding social issues which our Camden plan commits us to will require a fresh, collective

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT. Rodor Housing & Support Limited

INVESTORS IN PEOPLE ASSESSMENT REPORT. Rodor Housing & Support Limited INVESTORS IN PEOPLE ASSESSMENT REPORT Rodor Housing & Support Limited Page: 1 of 11 Key Information Assessment Type Investors in People Specialist Name First time assessment Sue Long Visit Date 10/2/2014

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

Introductory Level Management Training Programme

Introductory Level Management Training Programme Introductory Level Management Training 2016 Foreword January 2016 Managers and supervisors across the career development sector, be this in the context of career education, career guidance/development,

More information

customer experiences Delivering exceptional Customer Service Excellence

customer experiences Delivering exceptional Customer Service Excellence Delivering exceptional customer experiences Customer Service QA can work with you to create customer experiences that consistently reflect the aims, values and aspirations of your organisation. Every organisation

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

ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH

ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH 1. Purpose ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH The purpose of the LPFT Organisational Development (OD) Strategy refresh is to draw together the strategic plans and activities to ensure it support

More information

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century

More information

WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK

WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK 1 Printed on recycled paper Print ISBN 978 0 7504 7415 3 Digital ISBN 978 0 7504 7416 0 Crown copyright 2012 WG

More information

Leadership, Governance and Management ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013

Leadership, Governance and Management ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013 QUALITY ASSESSMENT & IMPROVEMENT ACUTE HOSPITAL SERVICES JUNE 2013 Leadership, Governance and Management Supporting services to deliver quality healthcare Effective Care and Support Safe Care and Support

More information

Concept. Employee Engagement. Introduction. What does it mean?

Concept. Employee Engagement. Introduction. What does it mean? Concept Employee Engagement Introduction Increasing employee satisfaction has long been a goal of organisations as they strive to retain talent, increase productivity and seek improvement. In more recent

More information

PERFORMANCE EXCELLENCE. CAPABILITY Dictionary

PERFORMANCE EXCELLENCE. CAPABILITY Dictionary PERFORMANCE EXCELLENCE CAPABILITY Dictionary Introduction The is to be used in the preparation of Position Descriptions at the University, to identify the capabilities and the associated behaviours required

More information

North Ayrshire Council. Performance Management Strategy

North Ayrshire Council. Performance Management Strategy North Ayrshire Council Performance Management Strategy February 2015 Contents 1. Foreword... 3 2. Introduction... 3 3. What is performance management?... 4 3.1 Why is it important to North Ayrshire Council?...

More information

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT PERPETUITY RESEARCH & CONSULTANCY INTERNATIONAL

INVESTORS IN PEOPLE ASSESSMENT REPORT PERPETUITY RESEARCH & CONSULTANCY INTERNATIONAL INVESTORS IN PEOPLE ASSESSMENT REPORT PERPETUITY RESEARCH & CONSULTANCY INTERNATIONAL Page: 1 of 11 Page Description 3 Key Information 3 Conclusion 4 Introduction to Perpetuity Research & Consultancy International

More information

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1 HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN Devised: September Review: September 2005 HR Strategy Implementation Plan 1 PEOPLE OBJECTIVE ACTIONS ACHIEVEMENT Create a work life balance culture within

More information

Brighton & Hove City, England, 29 30 September 2008

Brighton & Hove City, England, 29 30 September 2008 Brighton & Hove City, England, 29 30 September 2008 Getting Professional World-class national occupational standards in social marketing Dr Chahid Fourali Developing First World-class Standards of Best

More information

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013 QUALITY ASSESSMENT & IMPROVEMENT ACUTE HOSPITAL SERVICES JUNE 2013 Workforce Supporting services to deliver quality healthcare Effective Care and Support Safe Care and Support Person Centred Care and

More information

Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923 6215

Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923 6215 Agenda item: 21 Report title: Report by: Action: People Strategy- Leadership and Management Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT FOR LIFESKILLS SOLUTIONS LTD

INVESTORS IN PEOPLE ASSESSMENT REPORT FOR LIFESKILLS SOLUTIONS LTD INVESTORS IN PEOPLE ASSESSMENT REPORT FOR LIFESKILLS SOLUTIONS LTD Page: 1 of 16 Page Description 3 3 Key Information Conclusion 5 5 Introduction to Lifeskills Solutions Ltd Executive summary 6 Strengths

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

3. Organisational Development Programme - How we plan to do things differently

3. Organisational Development Programme - How we plan to do things differently Agenda Item: 68/13L Trust Board - 26 September 2013 Organisational Development Programme: How We Sustain Our Approach to Improvements 2013-2016 Presented by: Louise Gaffney, Director of Strategy & Infrastructure

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

EAST AYRSHIRE COUNCIL CABINET 23 JANUARY 2013 ORGANISATIONAL DEVELOPMENT STRATEGY. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JANUARY 2013 ORGANISATIONAL DEVELOPMENT STRATEGY. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JANUARY 2013 ORGANISATIONAL DEVELOPMENT STRATEGY Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications Faculty of Education, Law and Social Sciences School of Education December 2011 Programme Specification PG

More information

SAYING IT HOW IT IS - OUR COMMUNICATIONS STRATEGY

SAYING IT HOW IT IS - OUR COMMUNICATIONS STRATEGY Authority: 20 June 2012 Page 1 SAYING IT HOW IT IS - OUR COMMUNICATIONS STRATEGY 2012-2015 1 SUMMARY 1.1 The Authority considered a draft Communications Strategy in September 2011. Members authorised me

More information

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence Nursing and Allied Health Professionals Strategy 2013-2015 Continuing the journey Aiming for Excellence Contents Introduction Vision and Values Principles Behaviours Themes 1-6 References Introduction

More information

National Occupational Standards. National Occupational Standards for Youth Work

National Occupational Standards. National Occupational Standards for Youth Work National Occupational Standards National Occupational Standards for Youth Work Contents Introduction 5 Section 1 S1.1.1 Enable young people to use their learning to enhance their future development 6 S1.1.2

More information

LEARNING, TEACHING AND ASSESSMENT STRATEGY MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT

LEARNING, TEACHING AND ASSESSMENT STRATEGY MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT LEARNING, TEACHING AND ASSESSMENT STRATEGY 2012-2017 MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT Strategy approved by Academic Council, November 2012 Introduction and

More information

The Chartered Society of Physiotherapy. Job Description. Trade Union Organisers X2 Fixed Term Contracts (both 15 months)

The Chartered Society of Physiotherapy. Job Description. Trade Union Organisers X2 Fixed Term Contracts (both 15 months) The Chartered Society of Physiotherapy Job Description Job Title: Directorate: Team: Trade Union Organisers X2 Fixed Term Contracts (both 15 months) Employment Relations and Union Services Field Services

More information

Collaborative Working. Behavioural Development

Collaborative Working. Behavioural Development Collaborative Working Behavioural Development Welcome! From the beginning, Keystone have gained a strong reputation as an organisational and people development consultancy that specialises in behavioural

More information

Leadership Practices Questionnaire Self Assessment

Leadership Practices Questionnaire Self Assessment Leadership Practices Questionnaire Self Assessment In this survey there are thirty statements about the things that leaders do. The statements all describe behaviours or activities. Please read each statement

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

Join the Teaching Leaders Primary coaching team

Join the Teaching Leaders Primary coaching team Join the Teaching Leaders Primary coaching team Teaching Leaders and TL Primary programme overview Teaching Leaders is an education charity, specifically focused on developing outstanding middle leaders.

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Northamptonshire Healthcare NHS Trust

Northamptonshire Healthcare NHS Trust H Northamptonshire Healthcare NHS Trust 1. SUMMARY TRUST BOARD 25 FEBRUARY 2009 ORGANISATIONAL DEVELOPMENT STRATEGY The paper contains an Organisational Development (OD) Strategy, which sets the framework

More information

Anderson Stockley Accredited Training Limited

Anderson Stockley Accredited Training Limited Anderson Stockley Accredited Training Limited Inspection date 24 October 2008 Inspection number 329928 Inspection report: Anderson Stockley Accredited Training Ltd, 24 October 2008 Contents Background

More information

Assessment Report. Investors in People assessment report for HealthWORKS. Commercial in Confidence

Assessment Report. Investors in People assessment report for HealthWORKS. Commercial in Confidence Assessment Report Investors in People assessment report for HealthWORKS Undertaken by Helen Gisbourne On behalf of Investors in People North of England Project Number: 14/0460 Date: 22 October 2014 Commercial

More information

Hereward College Equality, Diversity and Inclusion

Hereward College Equality, Diversity and Inclusion Hereward College Equality, Diversity and Inclusion Our College Population Students: Male 44% Female 56% Black Minority Ethnic 20% Declared disability 62% Staff Male 21% Female 79% BME 22% Declared disability

More information

Staff Survey Action Plan

Staff Survey Action Plan Staff Survey Action Plan Presented by Lisa Yarr and Marianne King on behalf of the Staff Forum to the Leadership Team of Somerset CCG 11 June 2015 Our approach: 5. Response required from the Leadership

More information

Organisational Development Strategy 2008-2011

Organisational Development Strategy 2008-2011 Organisational Development Strategy 2008-2011 From fair to good Through the development of people skills to drive COMMUNICATION PARTNERSHIP LEADERSHIP CULTURE CHANGE PEOPLE PERFORMANCE - 26 - Agenda Item

More information

Your guide to. Diversity & Inclusion

Your guide to. Diversity & Inclusion Your guide to Diversity & Inclusion So, just what is Diversity & Inclusion? Diversity is what makes us the individuals we are. That could be nationality, education, religion, sexual orientation, life experience,

More information

Spire Healthcare Clinical Job Descriptions

Spire Healthcare Clinical Job Descriptions Spire Healthcare Clinical Job Descriptions 1 Job Title / Code Physiotherapy Manager (00145) 2 Reports To Matron / Clinical Services Manager / General Manager 3 Department Spire Hospital 4 Job Purpose To

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

Management Competencies - 360 Assessment

Management Competencies - 360 Assessment Management Competencies - 360 Assessment Up-skill managers to prevent and reduce workplace stress Line managers play a vital role in the identification and management of workplace stress. Managers will

More information

RT Training Solutions Limited

RT Training Solutions Limited INSPECTION REPORT RT Training Solutions Limited 91 Dales Road Address Ipswich Suffolk IP1 4JR Telephone number 01473 242350 Email address Gary.Brackley@RTTSolutions.co.uk Unique Number Awaited Inspection

More information

Patient and Public Involvement (PPI) Strategy

Patient and Public Involvement (PPI) Strategy Patient and Public Involvement (PPI) Strategy 2014-2017 1 Contents Executive Summary 3 1. Introduction 4 2. Why a Patient Experience and Involvement Strategy 4 3. Engagement and Experience The National

More information

DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION

DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION 1. A number of meetings have taken place to ascertain where partners think the MASH has got to in terms of its development and what needs to happen

More information

Birmingham City University Faculty of Technology, Engineering and the Environment. Programme Specification. MEng Mechanical Engineering

Birmingham City University Faculty of Technology, Engineering and the Environment. Programme Specification. MEng Mechanical Engineering Birmingham City University Faculty of Technology, Engineering and the Environment Programme Specification MEng Mechanical Engineering Date of Course Approval/Review Version Number Version Date December

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

ABOUT REWARDS MANAGING DIRECTOR FOR SCOTLAND. Recruitment. Modern Apprenticeships

ABOUT REWARDS MANAGING DIRECTOR FOR SCOTLAND. Recruitment. Modern Apprenticeships ABOUT REWARDS Established in 1989 in Haywards Heath, Rewards has grown to become a nationally recognised training company with offices located throughout England and Scotland. Through our working relationships

More information

Improve teaching and learning using the Teacher Effectiveness Enhancement Programme (TEEP)

Improve teaching and learning using the Teacher Effectiveness Enhancement Programme (TEEP) Improve teaching and learning using the Teacher Effectiveness Enhancement Programme (TEEP) TEEP provides learning communities with a framework which has a strong pedagogical foundation to support a consistent

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It

More information

People, Performance and Development Committee 5 April 2016. Staff Survey Results

People, Performance and Development Committee 5 April 2016. Staff Survey Results Item [RESTRICTED] People, Performance and Development Committee 5 April 201 Staff Survey Results Purpose of the report: This report provides an update to Members of the People, Performance and Development

More information

Investors in People (IiP)

Investors in People (IiP) Investors in People (IiP) The Investors in People standard is a business improvement tool designed to advance an organisation s performance through the management and development of its people. believe

More information

An example of best practice HR strategy

An example of best practice HR strategy An example of best practice HR strategy Summary The Big Lottery Fund wanted to implement a new organisational structure with the aims of developing management capability and streamlining the business structure

More information

NCHA. Human Resources Strategy

NCHA. Human Resources Strategy NCHA Human Resources Strategy 2015/2019 Promoting Positive Working Lives 1 Human Resources Strategy Responsibility of: Responsible Officer: Chief Executive Head of Human Resources Last Update: January

More information

Northern Ireland Environment Agency Corporate Social Responsibility

Northern Ireland Environment Agency Corporate Social Responsibility Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS

More information

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014 Communication and Engagement Strategy 2014 2017 Final Version 30 th June 2014 Contents Introduction 4 Strategic Objectives and Role of Communications 6 Communications now and by 2017 7 Communications and

More information

PQASSO and Investors in People. An introductory self-assessment tool

PQASSO and Investors in People. An introductory self-assessment tool PQASSO and Investors in People An introductory self-assessment tool August 2006 02 The LSC exists to make England better skilled and more competitive. We have a single goal: to improve the skills of England's

More information

Job description HR Operations Manager

Job description HR Operations Manager Job description HR Operations Manager Main purpose of job The HR Operations Manager is responsible for the effective operational management and delivery of the HR Service Centre, recruitment, people management

More information

EDI Level 3 NVQ in Customer Service

EDI Level 3 NVQ in Customer Service EDI Level 3 NVQ in Customer Service Candidate Pack Effective from: 1 August 2006 Accreditation Number: 100/6105/8 Subject code : N2263 ASNC1235 Vision Statement Our vision is to contribute to the achievements

More information

Derbyshire County Council Performance and Improvement Framework. January 2012

Derbyshire County Council Performance and Improvement Framework. January 2012 Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.

More information

2. Diversity is about understanding, recognising, respecting and valuing differences.

2. Diversity is about understanding, recognising, respecting and valuing differences. Acas EQUALITY AND DIVERSITY POLICY Underlying Principle 1. Everyone is different and has something unique to offer. Acas wants to respect and understand these differences and to make the most of everyone

More information

RTU Staff College. Business Plan 2008-2009

RTU Staff College. Business Plan 2008-2009 RTU Staff College Business Plan -2009 The Regional Training Unit provides leadership, coordination and direction in the planning and delivery of training at regional level. The direction and policies of

More information

VPQ Level 6 Business, Management and Enterprise

VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification.

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

Case study: developing an internal communications and engagement strategy

Case study: developing an internal communications and engagement strategy Case study: developing an internal communications and engagement strategy Writing an internal communications and engagement strategy that works isn t easy, but essential if you re going to focus on achieving

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