Organisational Development Strategy Proactively aligning our culture to our purpose

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1 Organisational Development Strategy Proactively aligning our culture to our purpose

2 Organisational Development Strategy Foreword The higher education sector is undergoing significant changes, with new funding methodologies, increased student choice, and competition. In these rapidly changing times, our Organisational Development Strategy recognises the need to encourage, attract, and foster talented people to enable our organisation to be responsive to the current challenges we face. London South Bank University (LSBU) is one of London s largest and oldest universities. Since our inception in 1892, we have been providing students with a vocationally-relevant, accredited and professionally recognised education. We are a cosmopolitan university, with more than 25,000 students from over 130 countries. We have much of which to be proud, and aspire to be the best in our field: We re in the top 20 UK universities for graduate starting salaries (Sunday Times University Guide 2013). We achieved the highest possible rating for our education quality in the 2012 Quality Assurance Agency assessment. All of our courses are accredited or developed in association with leading professional bodies. We offer the flexibility to study the majority of our courses on a part-time basis. Over the past five years we ve invested more than 50m in modern teaching facilities. Alumni hold leading positions in diverse sectors including the NHS, property and non-governmental organisations. 2

3 The Organisational Development (OD) Strategy has been developed in consultation with our staff and leaders as a key driver for culture change, capacity building and performance improvement across the University. This strategy will enable the University to successfully navigate through changes in the internal and external environment. However, a strategy alone is not enough. It will need the full commitment of our staff, managers and leaders across the organisation to make it a success and to underpin the changes we have to make when responding to our future challenges with the appropriate knowledge, skills and structure to achieve our mission. I encourage you to get involved in the various events, focus groups and networks, and to share your views. Your energy, enthusiasm, motivation and ideas are critical in driving through key improvements. This strategy is intended to be a living document that will change over time to take account of our development and our progress. Best wishes Martin Professor Martin J Earwicker FREng Vice Chancellor & Chief Executive 3

4 Organisational Development Strategy Introduction This strategy refers to Organisational Development (OD) as a deliberately planned, organisation-wide effort to increase the organisation s effectiveness and efficiency. It is the long-range, long-term, holistic and multi-faceted approach to achieving transformational change, and is underpinned by the ability of individuals and the organisation to grow. Our aspiration is to develop organisational capacity and capability to enable swift responses to the internal and external context and challenges. LSBU can achieve this through: Improved interpersonal and group processes More effective communication Enhanced ability to cope with change and organisational challenges of all kinds More effective decision-making processes Development of a transformational leadership style Improved skills in dealing with destructive conflict Core Principles underpinning the OD Strategy In order to effectively deliver this strategy, we will ensure that: We approach and view the organisation as a system. This means acknowledging that changes in one area of the organisation will lead to changes in other areas, which need to be supported for sustainable change to be achieved. Decisions and interventions are informed by data rather than relying only on experience, best practice or historical evidence. Staff and other key stakeholders have an opportunity to contribute towards organisational initiatives through participative ways. We continuously reflect, re-examine and integrate discoveries throughout the process of change in order to achieve desired outcomes. 4

5 The effective delivery of this strategy will require substantial change across the business, building on the progress already made over the last few years, by moving: From: To: Internal Facing in the main Internal and External Facing Scientific Approach Systematic Approach Efficiency only Efficiency and Growth Service/process Process and Insight Short-term Short-, Medium- and Long-term Compliance in the main Compliance and Commitment Tradition Context The strategy will be supported by an implementation plan detailing specific initiatives and projects. This is a living document which will be updated to reflect the changing needs of the organisation and external environment. Vongai Nyahunzvi Deputy Director Organisational and Staff Development 5

6 Organisational Development Strategy Background A number of diagnostic activities were undertaken in the creation of this strategy, including: Focus groups with various staff groups. One-to-one discussions with all members of the Senior Management Group (SMG). Analysis of results from the 2011 Employee Engagement Survey. Reflection on anecdotal evidence from conversations between individuals and the Organisational and Staff Development Team (OSDT), and from our observations at meetings. Consideration of best practice in other universities, and in the private and public sector. Review of various sources of local and national performance data, such as reports on HR, Finance, and Equality, Diversity and Inclusion (EDI). Analysis of external patterns and trends in a variety of areas. 6

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8 Organisational Development Strategy OD Strategic Objectives: Leadership and Management Our leaders will need to think differently to address the new and complex world that we face. We will review our leadership initiatives to ensure leaders have the support mechanisms to enable them to tackle the internal and external challenges ahead. This will include defining the leadership ethos and style we want LSBU leaders to possess and demonstrate, identifying shifts that need to take place, and defining the leadership and management strategy for the Executive and Management Teams. 2 Organisational Culture, Systems and Processes To ensure we are fit for the future, we need to encourage our desired culture across all components of the organisation. We will review our organisational culture and identify the systems and processes that ensure consistency with the Corporate Plan. 3 Employee Engagement There is a need to engage with our employees so that they feel a vested interest in the organisation s success, and are both willing and motivated to perform to high levels. We will utilise participative techniques and methodologies, such as focus groups, surveys, staff leading on projects, and large scale interventions, to co-create a future with staff. 4 Equality, Diversity and Inclusion It is essential to create a high performing, inclusive learning environment that values diversity. We will promote equality and give students and staff the chance to achieve their full potential free from prejudice, bias and discrimination. 5 Performance Enhancement The organisational performance landscape has shifted enormously. This requires a need to review our current performance management frameworks. We will design, develop and implement frameworks that support individual and organisational effectiveness and growth. 6 Strategic Workforce Planning and Realignment Having a range of workforce planning initiatives and processes in place will ensure we have a motivated workforce. With the right framework, we will identify, harness and retain people with the skills and potential to move LSBU forward. 8

9 OD Strategy Strands

10 Organisational Development Strategy Leadership and Management At the heart of culture is the way leaders, managers and staff behave on a day-to-day basis. Whilst LSBU already has many managers who are innovative, creative, visionary and inspirational, the Leadership and Management strand will build our leadership capacity with consequent improvement in outcomes for our students and staff. The University will work towards transformational leadership at all levels, developing mechanisms to enable academic and professional services staff and leaders to focus on key priorities, and develop systems for appropriate career and professional development for staff. Executive Sponsors Judith Ellis Rao Bhamidimarri Current Position What we need to focus on In recent years, the following activities have been offered under Leadership and Management development: A series of events for SMG members, including 360 Feedback with which approximately 30% engaged. A programme for Academic HoDs. Workshops directed at managers, including coaching skills, delegation skills, and developing a coaching style of management. A series of Change Management workshops, Coaching and mentoring assignments for individual managers. External programmes for Director and Pro Dean level staff. Action Learning sets. Appraisal-related workshops. New Managers Welcome. Equipping leaders and managers with the skills to: Challenge and empower staff to think independently and consider novel solutions to old or emerging problems. Inspire and empower team members to embrace and pursue challenging goals and professional development. Move away from a culture of risk aversion, and towards a culture of innovation. Create strong links across the organisation at all customer touch points, so that the customer experiences a seamless relationship with LSBU. Thrive in complexity. Share power. Be responsive to external drivers. Be commercially astute to promote and enable organisational growth. How are we going to achieve this? Review leadership and management development programmes and initiatives across LSBU. Develop and implement a Leadership and Management Development Strategy. Clarify expectations and responsibilities at all levels. Deliver various activities and programmes in response to identified gaps in leadership and management skills. Offer development opportunities that support strategy, including 360 Feedback and coaching. Undertake activities that build transformational leadership at all levels. 10

11 Organisational Culture, Systems and Processes In order for the organisation to function effectively, we need to ensure that conditions are created that promote and sustain growth. Our systems, processes, policies and procedures need to be designed in a way that enables us to manage change effectively. Executive Sponsors Bev Jullien Mike Molan Current Position We have a set of organisational values that will need to be embedded into our day to day dealings. A number of teams are functioning well individually, but there is also a lot of silo working within and across departments and faculties. A number of independent initiatives and process reviews have taken place over recent years. What we need to focus on Defining ways of embedding our organisational values in day-to-day life for all staff. Having systems in place that improve the sharing of information across LSBU so that we have quick access to job-critical knowledge and don t duplicate effort. Identifying ways our project teams can better work together to realise business case benefits. Identifying what needs to be in place to create and encourage our desired organisational culture and bring our values to life. Ensuring behavioural and workforce changes are successful by taking a people-approach, and developing and implementing OD strategies. Identifying disconnects between that which we know needs to happen, versus what employees and teams are actually doing. How are we going to achieve this? Undertake detailed diagnostics in the form of a culture survey or audit which will provide an objective and comprehensive assessment of our culture. Develop and implement a behavioural framework for all staff. Identify key areas of the business that are interdependent and pilot a cross-boundary, cross-functional, collaborative working initiative to address silo-working, and improve efficiency. Review of management processes and procedures. Review and improve the new starter induction process. Review change management processes and procedures, and establish corporate change management methodologies. Implement targeted learning and development interventions covering general development, IT Training etc. 11

12 Organisational Development Strategy Employee Engagement Our ability to achieve high levels of employee engagement is a function of many aspects, including quality of work, work-life balance, and an enabling environment. We will manage these aspects to ensure a motivated, engaged and informed workforce. Executive Sponsor Martin Earwicker Current Position What we need to focus on For the past couple of years the following activities have been undertaken under the Employee Engagement banner: Bi-annual employee engagement surveys, most recently administered in November Faculties and Departments encouraged to take action in addressing issues highlighted in the aforementioned survey. A keynote speech delivered to all staff by David MacLeod, author of the Engage for Success report to the Government, in June Further improving consultation with the workforce over the University s strategic direction and to support two way communication, ensuring that all our staff, including hard to reach groups, are encompassed. Encouraging and enabling meaningful and timely consultation with the workforce over major policy initiatives to inform the success of their development and implementation. Developing a culture of continuous improvement by providing training and development opportunities. Encouraging the involvement of staff in decision making at all levels across the organisation. How are we going to achieve this? Conduct further employee engagement and pulse surveys. Introduce online exit interviews to gather insight into why people are leaving and to address any issues identified. Establish an Employee Voice group to develop an action plan on how we engage with staff. Review staff consultation strategies to enable academic and professional services staff to have input into proposed changes and policies that affect them and the organisation. Review decision making processes to ensure that all decisions are informed by data. Schedule a series of department visits by Executive Members to promote visibility and engagement. 12

13 Equality, Diversity and Inclusion As an organisation, we aim to create a high performing inclusive learning and working environment that values diversity and promotes equality and inclusion. We will do all we can to support students and staff to achieve their full potential, free from prejudice, bias and discrimination. Executive Sponsor Phil Cardew Current Position Two affinity networks exist for staff: one for Black and Minority Ethnic (BME) staff, and one for Lesbian Gay Bisexual and Transgender (LGBT) staff. There is differential student retention and progression attainment across student groups. What we need to focus on Developing a coherent Equality, Diversity and Inclusion (EDI) strategy. Further developing EDI Student Success in partnership with key LSBU stakeholders. Supporting compliance with legal obligations, including Leadership & Governance and Policy development. Enhancing the staff experience and improving staff engagement. Equipping staff with the knowledge, skills and cultural competence required to create an inclusive working and learning environment. How are we going to achieve this? Support and revive affinity networks. Work closely with the existing Student Union (SU) initiatives to foster good relations across the student population. Ensure the Research Excellence Framework (REF) process complies with Higher Education Funding Council England (Hefce) Guidelines. Achieve benchmark indicators including Stonewall, Race for Opportunity, Two Tick Award and Athena Swan. Enhance support for disabled staff. Review staff development provision to embed EDI. Develop a suite of EDI programmes, to include Unconscious Bias, Cultural Competence, EDI in REF Training, EDI Briefings, Inclusive Leadership, Diversity, Coaching and Mentoring. 13

14 Organisational Development Strategy Performance Enhancement Performance Enhancement refers to the approaches LSBU adopts to enable us to realise the Corporate Plan. These approaches will allow us to measure and monitor performance, and to inform strategic decision making and learning. In order for LSBU to gain maximum benefits from performance enhancement initiatives, we need to ensure that we align and integrate processes. Executive Sponsor Judith Ellis Current Position We have two appraisal processes - one for senior managers and one for general staff. A number of training initiatives are delivered to support managers and staff in their participation in the annual appraisal process. What we need to focus on Aligning and integrating processes, including financial planning, budgeting, project-, programme-, and people management, performance reporting and risk management, as well as business intelligence and analytics. Ensuring that the performance enhancement processes are meaningful for staff across the organisation How are we going to achieve this? Review the current appraisal systems. Review performance management policies and procedures, particularly around managing capabilities and managing performance. Ensure that the leadership and management strategy provides an opportunity for managers to be equipped with the skills and techniques to manage both individual and organisational performance. Deliver a suite of learning and development interventions that will equip managers and employees with skills to perform effectively. 14

15 Strategic Workforce Planning and Realignment The use of workforce planning to underpin strategic and operational planning will make a vital contribution to LSBU s sustainability. There are a number of drivers that highlight the need for us to adopt a robust approach to workforce planning. These drivers include the financial imperative to make best use of the existing workforce, the pressure to deliver better services to students, and the importance of continuing to improve our people management practices. Executive Sponsor Ian Mehrtens Current Position Succession Planning Programme held in 2009/10 and 2010/11. There are no organisational high level guidelines on workforce planning, and so there are variations in practice across the organisation. Some areas of the business have started working on professional development frameworks for their staffing groups. What we need to focus on Reviewing the activities and skills that will enable execution of the Corporate Plan. Ensuring that we have relevant human resources to diversify our offer and can survive in this competitive environment. Retaining high performing staff in both academic and professional services. Strengthening and promoting the recognition of teaching excellence. Rewarding exceptional performance amongst University professional services staff. Providing development opportunities and career pathways for staff. How are we going to achieve this? Review our current CPD (Continuing Professional Development) frameworks for specific staff groups, including the Professional Standing Framework for Academic Staff. Identify workforce planning strategies that directly link to the Corporate Plan objectives. Link long-term planning to day-to-day activities. Review the current succession planning initiatives. Design and implement a Talent Management Programme. Review our workforce planning processes, procedures and initiatives. Establish Corporate Workforce Planning guidelines and a toolkit for managers. 15

16 Organisational Development Strategy Monitoring and Review The success of this strategy and the effectiveness of our on-going operational activity can only be determined through effective dialogue with people in our organisation and systematic measurement of performance. We will do this through a range of engagement and measurement methods and activities. Engagement activities will include: Communication with staff and leaders across the organisation to determine OD services that work well, those that don t, the reasons, and how they can be improved. Consultation with staff representatives and local consultative groups on plans for OD service development. Development, in partnership with staff, of policies and procedures affecting them to ensure that these reflect their needs. Dialogue with external colleagues through professional networks to inform the development of OD services and working practices. Formal evaluation of return on expectations and, in some cases, return on investment from the planning stage of OD service development and working practices. Measurement methods will be detailed in the action plans for each strand. 16

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18 Organisational Development Strategy LSBU Organisational Development (OD) Strategy Overview Corporate Plan Current LSBU Challenges Organisational Development Strategy Excellence Innovation Engagement Quality Global Student success 1. National Student Satisfaction results 2. Student retention and progression 3. Enterprise 4. Staff Survey results 5. Customer Service The overall objective of OD is to improve LSBU s capacity to handle its internal and external functions and relationships through: Improved interpersonal and group processes More effective communication Enhanced ability to cope with change and organisational challenges of all kinds More effective decision-making processes Development of a transformational leadership style Improved skills in dealing with destructive conflict Key Strategy Strands OD Core Principles We approach the organisation as a complex adaptive system. Leadership and Management Organisational Culture, Systems and Processes Employee Engagement Equality, Diversity and Inclusion Performance Enhancement Strategic Workforce Planning and Realignment Decisions and interventions are informed by data. Staff and other key stakeholders contribute to organisational initiatives. We continuously reflect, re-examine and integrate discoveries in order to achieve desired outcomes. 1. Review leadership and management development programmes and initiatives across LSBU 2. Develop and implement a Leadership and Management Development Strategy 3. Clarify expectations and responsibilities at all levels 4. Deliver various activities in response to identified skills gaps 5. Offer development opportunities, such as 360 feedback and coaching 6. Undertake activities that build Transformational Leadership at all levels 1. Undertake a detailed culture survey/audit 2. Develop and implement a Behavioural Framework for all staff 3. Pilot cross-functional and collaborative working initiatives across teams and departments 4. Review of management processes and procedures 5. Review and improve new starter induction 6. Review change management processes and procedures 7. Implement targeted learning and development interventions 1. Conduct Employee Engagement and Pulse Surveys 2. Introduce online exit interviews 3. Establish Employee Voice consultation forums 4. Review staff consultation strategies 5. Review decision making processes to include consideration of data 6. Facilitate department visits by the Executive 1. Support and revive affinity networks 2. Build on current SU initiatives to foster good student relations 3. Ensure the REF process complies with HEFCE guidelines 4. Achieve benchmark indicators 5. Enhance support for disabled staff 6. Review staff development provision to embed EDI 7. Develop a suite of EDI programmes 1. Review current Appraisal Process 2. Review of current performance management policies and procedures 3. Ensure the leadership development strategy includes performance management and associated skills development 4. Deliver a suite of L&D interventions to support improving performance 1. Review CPD Frameworks 2. Identify workforce planning strategies that link to the Corporate Plan 3. Link long-term planning to day-to-day activities 4. Review Succession Planning initiatives 5. Design and implement a Talent Management Programme 6. Review workforce planning processes, procedures and initiatives 7. Establish corporate workforce planning guidelines and a toolkit for managers Leads to changes in the Organisational Culture 18

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