Human Resources People Strategy, 2014 to Human Resources People Strategy 2014 to 2019

Transcription

1 Human Resources People Strategy, 2014 to Human Resources People Strategy 2014 to 2019

2 2 Human Resources People Strategy, 2014 to 2019 Human Resources People Strategy, 2014 to 2019 Deliver academic excellence; Provide high quality academic support and professional services; Property that is valued and relevant; Manage a high performing organisation. The University s ambitious work programme can only be achieved by a motivated and engaged workforce, equipped with the skills and support systems to achieve not only our academic goals but also the increasingly commercial demands we face as an institution. Our Human Resources offering is already strong, and we have made great strides in making smart use of online learning, in embedding management skills, rolling out modern appraisal systems, nurturing a cohort of future leaders and better directing HR support to our customers. The Human Resources People Strategy is one of the supporting strategies of the new University of London Strategy It is key to delivering Aim 4 of the University Strategy manage a high performing organisation and it fits primarily under the objective within this aim to develop our people. The People Strategy is also fundamental for delivering all four aims of the University Strategy which are: Our staff are at the heart of the aims of the University s Strategy, and we will increase our investment in staff development, encourage a common purpose across our diverse activities and enhance our capacity where gaps exist. The University also publishes an annual Corporate Operating Plan in order to assist in the implementation of its strategic aims, which sets out key activities and targets for the following year across the range of University responsibilities, including the HR Department. There are three main areas of activity that our People Strategy will encompass: 1. People who are Engaged with their work, and share a clear sense of Common Purpose; 2. Achieving New Ways of Working, with a culture that positively helps us to achieve the challenges we face; 3. Managing the Talent we need, by Attracting, Retaining and Motivating the best people for the work. The People Strategy will be supported by an annual Operating Plan for the HR Department. Performance against this Strategy and the HR Operating Plan will be reviewed annually by the University and plans amended when required. K B FROST Director of Human Resources

3 Human Resources People Strategy, 2014 to ENGAGED STAFF WITH A CLEAR SENSE OF COMMON PURPOSE AIM STRATEGIC INITIATIVES GOALS An Engaged Workforce with a clear sense of a common purpose. A One University approach, whereby common objectives, co-ordinated processes, efficiencies and mutual awareness are actively pursued. Why? Studies show that an engaged workforce has higher job satisfaction, loyalty and shows increased levels of discretionary effort in the workplace. The University s ambitious strategic aims can only be delivered by a workforce which is actively, not passively, engaged. Risks Failure by management to convey a compelling vision. Time pressures on senior staff. Lack of forums and other methods for staff to be involved in the wider University direction and purpose. Entrenched silo mentality among departments. We will develop more ways and means for staff and managers to interact and exchange views on university issues, goals and direction. We will develop our Organisational Development offering in conjunction with specialists in the Careers Group. We will create and roll out a range of training programmes to support managers in engaging positively with their staff. Increased staff engagement scores on our staff surveys in 2014 and annually afterwards. Target of 70% for participation and engagement. More routine opportunities for staff and senior managers to meet each other and discuss issues of common interest. An open, inclusive culture where consultation and debate are encouraged. A wider range of support tools available to managers to achieve their various work programmes (e.g. training courses in staff management, performance appraisal, flexible working). Support systems for managers in Organisational Development and leading through change.

4 4 Human Resources People Strategy, 2014 to 2019 NEW WAYS OF WORKING AIM STRATEGIC INITIATIVES GOALS To create an environment where flexibility of means, style and location of work across the university matches our needs. Why? The University s Project Beveridge seeks to maximise the use of our accommodation and the historic buildings we mainly occupy. By encouraging staff to work together and removing physical barriers to collaboration, we will remove many of the psychological barriers that exist among and within departments. There is now a genuine interest among colleges and other HEIs in London to collaborate on HR issues. There is great potential to share learning and make savings in transactional or highly specialised HR areas. We will establish flexible working as a norm, with the emphasis on outputs not inputs, with less emphasis on location and the smarter use of IT in the workplace. We will champion modern working environments and practices to suit the working challenges we face, and maximise the efficiency of our accommodation. We will design and implement employment policies and reward systems which support the different needs of different parts of the University s activities. To support successfully the roll out and implementation of Project Beveridge, the FM Co- Operative and the Commercial Shared Services initiatives. Enable and embed flexible working. Terms and Conditions and Pay and Reward Systems that encourage and embed flexible working, flexible locations and hours for work, and the incentivisation of high performance. Embed management focus on outputs not inputs, and on deliverables not location or hours of working. Risks Staff and managers resist culture change. Insufficient preparation for the change. Significant changes in working practices cannot be achieved without significant professional support from HR and from IT. We need to ensure sufficient resource and expertise is available within the HR department. In support of these aims we will create an HR service that sustains our growing shared services and other activities. We will develop shared HR services with colleges and other HEIs in London. Establish shared HR support services and activities with other London-based HEIs e.g. around HR systems, recruitment, mediation, counselling. Increased capacity in HR to support cultural change and organisational development.

5 Human Resources People Strategy, 2014 to MANAGING TALENT AIM STRATEGIC INITIATIVES GOALS To attract, retain and motivate the best people. Why? The costs and implications of poor recruitment are very significant, and without effective equality practices, organisations risk excluding good candidates and narrowing their field of choice for appointments. By developing the workforce, and providing clear and fair rewards and a line of sight to the organisation s objectives, retention, satisfaction and engagement rates have been shown to increase significantly. Risks We will develop smarter recruitment practices, better tailored to our various needs. We will concentrate on equality of opportunity in recruitment and in the workplace, to ensure we attract and retain the best talent regardless of ethnicity, gender or other characteristics which are not relevant to the job; all with the aim of better reflecting the diversity and make-up of the wider academic community and society. We will invest in our people by increasing significantly the resource on staff development and learning at all levels. We will invest time and resource in a joined up programme of staff well-being, covering fitness for work and other benefits. A new online recruitment system. More thorough and targeted recruitment processes, with clear KPIs to prove their effectiveness. A workforce whose characteristics better match the communities we serve, both locally and nationally. A budget and level of activity on staff development which match norms in the sector. Lack of investment of time and budget in systems and training, lack of flexibility of reward systems, failure to address reservations from staff and unions about fair and open processes. Lack of commitment to succession planning. Not to date viewed as a priority by managers. Will need real support and drive from directors. We will create a clear connection between performance and reward, both financial and non-financial, and ensure a clear line of sight between individual aims and targets and the aims of the department and the University. We will actively grow our own and create more opportunities to fill middle and senior management roles internally by encouraging and preparing staff with potential to progress. We will create a joined-up secondments programme among departments, colleges and other organisations. We will actively enhance our capacity where gaps exist. 100% coverage for the online appraisal system, with clear evidence of its effectiveness in establishing line of sight. Greater progression of high-potential staff into management positions throughout the structure.

6 6 Human Resources People Strategy, 2014 to 2019 University of London Senate House Malet Street London WC1E 7HU Tel: July 2014