HR Strategy ( )

Transcription

1 HR Strategy ( ) 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 the School s Vision, Mission and Strategy This included a commitment to equity and diversity and developing a creative and supportive working environment, with an emphasis on achieving excellence and treating people with respect. Taking account of this, and the results of the recent staff survey, the following HR strategy has been developed, as one of the key enabling strategies in support of the current School Vision, Mission and Strategy. As the School s Vision, Mission and Strategy is due to be reviewed next year itself, the HR Strategy has been drafted to be flexible in terms of its operation, with an overarching Vision, Strategic Themes and associated Values. In addition to this, there will be an HR Strategy Action Plan, which is subject to review on an annual basis to reflect changes in institutional priorities. Vision To create a positive, inclusive working environment that encourages the recruitment, development and retention of excellent staff using efficient systems and processes to support the delivery of the School s Mission and Objectives. We will achieve this vision by delivering SMART objectives via the HR Strategy Action Plan, reviewed on an annual basis to reflect changing institutional priorities. Strategic Themes Six key themes for the HR Strategy have been identified under which the objectives noted above will be delivered in support of the School s Mission and Objectives. 1

2 These themes are: 1. Maintaining Good Employee Relations and Developing School Policy; 2. Promoting Equality and Diversity; 3. Improving HR Systems and Processes; 4. Developing Leadership, Management and Staff Capabilities; 5. Implementing Transparent, Fair and Appropriate Promotion and Reward Systems and Processes; 6. Increasing the Engagement and Supporting the Wellbeing of our Staff. These pick up on the School Vision, Mission and Strategy commitments noted above and also are themes that address many of the issues arising from the Staff Survey. Values In delivering the HR Strategic Vision and related objectives, HR staff will espouse the following values: Efficiency and Effectiveness; Expertise and Knowledge; Innovation and Creativity; Integrity and Honesty; Respect. These values have been developed and agreed with HR staff at two Away Days in April and October. Roles and Responsibilities It should be noted that HR and HR staff are not solely responsible for delivering the HR Strategic Vision and related objectives across the School. Managers and staff across the School also have responsibilities under the strategy, including: It is the responsibility of the HR Director to ensure that HR staff have the capability to deliver the HR service, following the set of values noted above; 2

3 It is the responsibility of HR staff to ensure that they deliver an effective and efficient service, following the set of values noted above; It is the responsibility of the HR Director, supported by HR staff, to deliver the objectives identified under the HR Strategy Action plan; It is the responsibility of managers and staff beyond HR to assist in the delivery of the School s HR strategy and associated action plan, as appropriate. 3

4 HR Strategy Action Plan: Strategic Themes & Objectives 1. Maintaining Good Employee Relations and Developing School Policy. a) Develop, agree and implement a policy on the use of fixed-term contracts; b) Review the Terms & Conditions of employment of Overseas Staff; c) Review and refresh policy and procedures relating to harassment and bullying; d) Develop, agree and implement revised joint negotiation/consultation arrangements with recognised TUs and school management; e) Develop user friendly intranet pages to effectively communicate policy changes and provide a forum for staff feedback 2. Promoting Equality & Diversity. a) Developing (via Equality and Diversity Committee) an Equality and Diversity strategy for the School; b) Supporting the School in making successful Athena SWAN and Race Equality Charter Mark applications; c) Provide advice and guidance to managers on conducting recruitment campaigns to attract a more diverse range of applicants; d) Providing training and support for managers in respect of unconscious bias, workforce and succession planning; 3. Improving HR Systems and Processes a) Review and improve recruitment process for staff 4

5 b) Review and improve the HERA job evaluation process c) Review process for UKVI compliance, especially for casual staff d) Implement online PDR e) Review and Refresh HR Website and Intranet 4. Developing Leadership, Management and Staff Capabilities a) Introduce consistent induction/orientation guidelines locally/centrally ensuring all new staff receive appropriate information to do their jobs effectively; b) Ensure overseas staff have access to high quality resources & support. c) Develop & introduce formal, accredited programmes for managers/leaders; d) Develop a framework of management and leadership behaviours e) Undertake comprehensive school-wide Training Needs Analysis to develop a co-ordinated and consistent approach to providing development for staff; 5. Implementing transparent, fair and appropriate Promotion and Reward Systems and Processes a) Develop a (non-pay) reward system for staff; b) Implement new Promotion and Performance Review arrangement, including salary banding for Professorial and PSP Grade 9 staff; c) Carry out an international salary benchmarking exercise for senior staff; 5

6 d) Review and revise School Statutes to enable more streamlined performance management processes to be implemented. 6. Increasing the Engagement and Supporting the Wellbeing of our staff a) Commission and implement an Employee Assistance Programme; b) Conduct a School-wide self-assessment against the Workplace Wellbeing Charter and report back to the Safety Committee with recommendations on how to proceed; c) Formalise the introduction of one off incentive/reward for something done well for all staff; d) Develop a tender document and prepare the School for a tendering exercise (via LUPC) for the whole of the Occupational Health & Safety contract, including the provision of services such as physio at work, counselling, health promotion etc; e) Work with the Safety Office and the Overseas Staff Forum to undertake a review of the current arrangements for the induction of overseas staff and to bring back areas of concern and recommendations to the Safety Committee; f) Work with the Safety Office to educate staff, including overseas staff, on how to report accidents and incidents with the aim of improving the School score in this area when the next survey is run; g) Finalise the draft policy on the management of stress and disseminate to the School. 6