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 21 st to 22nd November 2013 Assessment Enquiry Number ENQ- 88534-7T4T23 Conclusion Following the assessment against the Investors in People Standard and concluding that 181 indicators have been met, it is confirmed that Birmingham City University Human Resources Department continues to be accredited as Investors in People Gold. The specialist would like to thank everyone for their warm hospitality and co-operation during the onsite visits. Milestone Dates Review of Continuous Improvement Plan 22 nd May 2015 Next Full Assessment 22nd November 2016 Bob Morrison Investors in People Specialist Page: 2 of 19

CONTENTS The Organisation 4 Feedback against the agreed objectives 5 Strengths of the Organisation 12 Potential areas for further development 14 Appendix 1 - Continuous Improvement Plan 15 Appendix 2 - Assessment Results Summary 18 Appendix 3 - Assessment priorities mapped against Investors in People framework 19 Page: 3 of 19

The Organisation Birmingham City University Human Resources Department is responsible for the provision of human resource and organisational development services for the University. In addition to transactional and advisory HR activities, the services include the delivery of core learning and development and safety compliance. Since the last Investors in People assessment, the Department has established a graduate recruitment service (Opportunities) and revised the strategic priorities to reflect the corporate strategy designed to respond to the changes within the higher education sector and funding. The University has also appointed a new Vice-Chancellor. The leadership team within the HR Department has remained the same. The Department has been supporting significant levels of restructuring within the university and is currently facilitating the movement of faculties and departments from the City North Campus to the newly constructed City Centre Campus. The University has also adopted a set of Core Values that compliment the values established by the Department. The revised strategic objectives will require a closer engagement with the faculties and other departments to facilitate the embedding of the core values and develop a more robust approach to managing performance in order to provide an excellent experience for students. It was agreed to focus this assessment on the capacity to deliver the strategic priorities and goals. Page: 4 of 19

Feedback against the agreed objective Business objective Capacity to support achievement of the HR Strategic Priorities 2013-2015 Clear vision and priorities Core Values The University has revised the Corporate Plan in response to the significant changes to funding and drivers for supporting Higher Education. Traditionally these strategic plans have spanned a period of five years but as a result of the pace of change and uncertainty about ongoing government policy, these have been shortened to a two year span. The HR Department has developed a set of strategic priorities and objectives to cover the same period. The strategic document is succinct and clearly explains the background to the changes and outlines the organisational context, people issues and HR implications. The maintain consistency, there are a number of underlying principles that have applied to all HR strategies that are re-stated. The strategic HR priorities identify the actions and goals or outcomes that will influence the work of the Department until 2015. Without exception, people could describe the key priorities within the strategic plan and how this related to their own role and responsibilities with the HR Department. Everyone understood the rationale and background to the priorities and consequently felt confident that they can focus their work on achieving the goals. They can describe how their efforts can eventually impact on the student experience of the University. Since the last Investors in People assessment the University has established a set of core values centred on achieving excellence by remaining people focused, working collaboratively and behaving with fairness and integrity. The HR Department had already established a set of core values and has integrated these within the corporate values. These values are constantly referenced when planning management activities, reviewing performance, recognising excellence and developing services. The values are fully embedded within the organisation to the point that they are clearly lived and embraced by all. Everyone can describe how they can be demonstrated within the context of their own role and gave several examples of how they or their colleagues have done so. Consultation People are routinely consulted about key issues and potential decisions that will have a significant impact on the Department. This includes consultation on the strategic priorities, goals and outcomes. Senior managers share information about changes in the strategic thinking of the University as soon as it is appropriate and seek the views of everyone before developing the HR strategy. An annual awayday provides a rich opportunity to reflect on the success of the previous strategy before exploring the current business environment and evolving a new strategy. Whilst it is accepted that some priorities are dictated by corporate requirements, there are opportunities to influence the way these are developed on an operational basis. Page: 5 of 19

People feel confident that they can contribute their ideas and raise concerns about any issue. Their opinions are respected, valued and addressed in a timely manner. Internal Communications The internal communications strategy has continued to evolve from a position of strength. Everyone understands the purpose and intended audience for each channel. In addition to whole staff meetings, there are now dedicated meetings for administration and support staff in addition to the ones for HR specialists. The annual awayday facilitates discussion about longer term strategies as well as discussing how effective communications are overall. One-to-one sessions are routine, timely and robust. Most meetings provide an opportunity for everyone to contribute an update on their work, ask questions and make suggestions. People feel that they have access to the information they require to carry out their role and know who to contact for further information. The intranet has been updated to improve access to information by other parts of the University but this has also improved the exchange of information internally. At the suggestion of the administration team an internal wall has been removed to improve communications and reception services leading to a positive outcome. Staff based in the Opportunities and Safety Team offices feel they are included within both formal and informal communications. The staff kitchen is used to display key information about events, priorities and examples of how the core values are being applied. Part-time staff and those taking career breaks are kept well informed of changes that occur when they are not present. A new IT solution is being developed which should enhance communications and access to business information and knowledge. A few people indicated that improving access to information when they were mobile would help improve their ability to perform away from the desk. Leadership and management Leadership has been increasingly devolved with most people feeling that they are empowered to take the lead on aspects of work in which they possess specialist knowledge or have been delegated to them. People have great confidence in the abilities of senior leaders and regard them as effective role models for the values and high standards required of the Department. The leadership are also highly respected for the ability to present the Department as an asset and critical component in the strategic planning of the University. There have been a number of changes within the leadership of the University. The Director is regarded as adept at relaying how these changes may impact on the approach taken by HR in supporting the corporate strategy and achievement of goals. Leaders take time to listen and reflect on how well people understand and can align their performance with the goals in the HR strategy. They respond instinctively to change. Page: 6 of 19

Consequently there is a high degree of resonance between the actions of leaders and the performance culture of their teams. Managers at every level are regarded as effective in directing and supporting their teams and individuals. Regular meetings ensure there are opportunities to review performance, celebrate success and arrange for additional support if required. People feel confident they can approach their manager at any time to seek clarification, request support or discuss improvements. Managers encourage teams to learn from each other and develop knowledge and skills to undertake other roles in a drive to improve the resilience and capacity of the service, develop talents and improve processes. They make timely interventions to address gaps in knowledge and skills deploying a range of solutions including coaching, mentoring and providing access to more traditional learning solutions if required. The demands on the HR Department are increasing with the development of the Opportunities student recruitment service, increasing support for performance management development and leaner resourcing. Despite this increase in workstreams, the policies on work-life balance are robustly applied. Managers are effective guardians of well-being, ensuring people manage their workloads, avoid taking work home or working long hours. They are responsive to requests fort temporary or long term adjustments to contracted hours. Managers are routinely reviewed for their ability to direct and support others effectively. The Department has consulted on the use of the CIPD Management competencies and is in the process of embedding these within the IPRs of managers. Performance indicators and milestones Most of the performance indicators used by the Department relate to HR indicators for the university. The majority of people were aware of these indicators and how they can help influence performance. All of the strategic priorities have defined goals and outcomes and everyone felt that they understood the standards required of them. There were some indications that monitoring on how well these indicators were being met was less timely than they would prefer. However, there are plans to introduce improved access to HR recording and reporting which should improve monitoring. The strategic goals and progress against them are discussed in staff and team meetings. Operational plans and goals are being monitored on a RAG basis. Overall, people felt confident that they were aware of how well the Department was performing against the strategic and operational goals and where there was a need to address gaps, improve performance or revise processes to address them. Learning and development There is good access to both resources and timely learning support to develop skills and knowledge. This applies to both generic and specialist needs. Learning needs are identified from discussions about the strategic objectives on the awayday, within team meetings and during IPR discussions. Additional needs are identified as they occur when there are emerging needs due to changes in legislation or when people take on additional responsibilities. HR specialists maintain their knowledge of employment law and best practice by attending CPD events, updates provided by law firms and through sharing knowledge in team meetings. Page: 7 of 19

Learning is provided via a blend of interventions that include the use of internal expertise, e- learning and external providers. There are clear learning objectives established for most learning activities and these are used to evaluate the quality and impact after completion. Wherever possible, learning is shared with colleagues through the distribution of notes and presentations at meetings. Whilst everyone felt that their learning needs would be met, several peopled noted that the amount of learning and CPD activity they were engaged in had reduced over the last year because they were busier than before and were less likely to identify anything beyond essential learning for the role they were currently undertaking. Building capacity The agenda for change within the University requires an HR Department that remains flexible, yet lean and capable of providing a service that accommodates the unique needs of the various faculties and departments. HR specialists are allocated a portfolio of specific faculties and departments to act as the key contact for advice and support. These portfolios are rotated every two or three years to broaden the knowledge base of the team and refresh the engagement with internal clients. Within the regular staff and team meetings, colleagues share an update on current caseloads and issues that are occurring within their own areas. As a consequence of these rotations and sharing information, HR specialists have a more comprehensive understanding of the needs of the university and are capable of covering for colleagues or quickly responding to sudden increases in caseloads. Most IPR discussions include an opportunity to discuss career development and ways of broadening the skills and knowledge. Where possible, people are encouraged to make best use of their talents or develop them further rather than call upon external resources. For example: the administrator now has the capacity to develop and produce Moodle modules Support staff have also broadened their understanding of other roles and processes by sharing knowledge at meetings, shadowing other roles and being involved with reviews of processes to improve them. This has improved resilience and flexibility within support functions as well as helped to improve efficiency. Colleagues within the safety team have been trained in the use of job evaluation tools which has enhanced the capacity to provide this service during periods of high demand such as restructuring. Some of the implications of the HR strategy are that faculties and departments may require a closer business relationship with HR specialists to develop a more robust and pro-active approach to managing people. The transition to a self-service IT solution for HR transactions may also release some capacity in the team. This may require a greater amount of time spent out in the faculties and departments and enhanced coaching skills. Current workloads may be inhibiting the ability to build these aspects of capacity building. Page: 8 of 19

Accountability and engagement There is a culture of inclusion and engagement that is universal, consistent and robust. Generally, people feel that they are personally accountable for their own performance and achieving the goals of the Department. They are empowered to take decisions without constantly referring to their manager and they are clear about the limits of their responsibilities. Most people felt that the level of accountability that had been devolved to them had increased over the last three years. Everyone feels that they can approach managers and constructively challenge any aspect of decision making or policy change. People can influence policies and procedures and could give examples of how their contributions had been valued and used to make improvements.. Managers emphasise that performance is measured on achieving outcomes rather than processes and they encourage staff to develop their own approach to achieving them. They frequently encourage individuals and teams to come up with solutions to problems. Consultation is routinely woven into whole staff and team meetings with additional opportunities provided through email invitations for contributions. There are strong social bonds that exist within teams and across the Department. Staff arrange occasional thematic lunch events where they all contribute to the meal and share time and some fun together. As a consequence, people collaborate and support each other more effectively and with a sense of shared purpose. As a result of this high level of engagement, everyone takes great pride in their own work and representing the Department. There is a strong sense of commitment to maintaining standards and delivering a quality of service. Feedback and review On an individual level, everyone routinely receives feedback on their performance during meetings with their manager and in the annual IPR discussions. Feedback is constructive and individuals are encouraged to reflect on their own assessment of their performance. Managers collate feedback from other managers and stakeholders that engage with individuals to provide a comprehensive basis for reviewing performance. People also receive feedback from colleagues when they are developing knowledge and skills for different roles or when covering for absences. Staff and team meetings frequently discuss performance against goals that were defined in the strategic and operational plans as well as those that emerge from changes in operations or legislation. Everyone has been involved in reviewing the outcomes from the recent Staff Survey and developing the action plan designed to address the weaker results. Performance against the core values is regularly discussed and reviewed. People are encouraged to provide examples of how the values are being applied and add these on Post-It Notes upon a framework in the staff kitchen. Key HR business information is also shared and used to review aspects of departmental performance alongside a RAG risk assessment of performance against major goals. Page: 9 of 19

Recognising achievements and best practice Team and individual achievements are routinely highlighted and celebrated within meetings and individual discussions with managers. Staff and team meetings usually include a round robin of current activities and achievements so that everyone can acknowledge success and share any best practice. Managers and colleagues frequently communicate their appreciation and gratitude for achievements personally, through email or via personal notes. These are occasionally accompanied by small tokens of appreciation such as cakes and chocolate. Best practice examples and improvements are also routinely highlighted and shared through the staff and team meetings. Continuous improvement Teams and individuals are constantly looking for ways of improving processes and revisiting the purpose and most effective way of delivering the outcomes. Nearly everyone could provide examples of how they were involved in making improvements to policies and processes either individually or as a team. In an initiative labelled At your Disposal, the Deputy Director offers to work as an additional member of any team and carry out their duties to enable a fresh look at processes and constructively challenging routines. New staff are encouraged to convey their initial perceptions of procedures and suggest ways of improving them. Examples of improvements that have added value include discontinuing medical screening checks on recruitment, introduction of an administration team meeting, improvements to the intranet site and streamlining the recruitment process for graduates. Further improvements are anticipated with process mapping for new IT solutions for recruitment. Summary and conclusion Birmingham City University HR Department has evolved the organisational culture and strategies to ensure that the goals in the current HR strategy can be achieved effectively alongside routine operations. People are fully engaged with planning at the outset and this continues as strategy is translated into operational and personal objectives. Good communications ensure that everyone understands the links to the University s Corporate Strategy and a high degree of empowerment enables them to make their own decisions to swiftly align performance with achieving the required outcomes. The internal communications strategy also ensures that everyone is kept aware of current levels of performance and any obstacles are quickly addressed. Genuine engagement with the core values and endeavouring to maintain a good social attachment with colleagues ensures that everyone is willing to collaborate and strives to continuously improve services in the pursuit of excellence. People are inspired to perform by the professionalism of their leaders. The principles of good, resonant leadership that are so effectively modelled by the Director and senior managers, are now present at every level of leadership include those non-managers tasked with leading on a project or activity. Page: 10 of 19

Experience is being broadened and talents are being developed across the Department to ensure that the capacity to remain flexible and resilient to changes in the demand for services can be sustained. Learning and development utilises a rich blend of solutions and is clearly focussed on maintaining a high standard of service as well as meeting emerging needs. Overall, the HR Department has established a well integrated set of strategies that ensure everyone is engaged with achieving the strategic priorities and have the capacity to do so. They are some minor indications that busy workloads have resulted in there being fewer opportunities to take time out to reflect on performance and be pro-active about learning and development required in the future. Page: 11 of 19

Strengths of the organisation Core values The core values are at the heart of the performance culture with everyone displaying a genuine commitment to living the values. Without exception, people can relate these values to the way they are expected to carry out their own role and gave tangible examples of how they or others have done so. The values are routinely used to highlight good performance, develop behaviours and improve collaboration. Consequently, everyone is able to support other parts of the university in developing the use of the core values. Engagement with vision and strategic direction The clear and succinct strategic plan establishes the vision, purpose and direction of the Department in line with the University s Corporate Strategy. Everyone is invited to contribute their views on the plan and can influence the way that it is structured and delivered. Consequently, everyone can align their own performance with achievement of the outcomes. They all understand how their work can influence the experience of students through the work they undertake with staff. Culture of continuous improvement Although there are some dedicated projects aimed at improving processes, it is notable that everyone is vigilant for opportunities to improve the way that they achieve outcomes or the level of service they can offer. This includes inviting new and existing colleagues to challenge any assumptions about service needs or routines and suggest ways of carrying out tasks differently. Mistakes are regarded as an opportunity to learn lessons and improve performance. The Deputy Director encourages teams to invite him to carry out any role so that he can help them review processes. Communications and knowledge sharing Internal communications have continued to build upon a position of strengths with the introduction of a dedicated meeting for administration specialists and more opportunities for people to contribute in meetings and share knowledge. The communications strategy is well structured and integrated to encompass strategic and operational messaging whilst providing opportunities for collaboration across teams. People have a clear understanding of how the different communications channels are intended to be used and are confident that they can swiftly access the information they need. Recognition and sense of pride People are openly proud of working for the Department and the University with most stating it is a great place to work. They take great pride in doing a good job and seeking ways of improving performance. They are informed that they do a good job and, valued for their contributions and understand how their service helps to make a difference. People are routinely recognised for their efforts by colleagues, managers and the departments and faculties that they support. Page: 12 of 19

Consultation Consultation occurs at every level of operation. At a strategic level, everyone is invited to help develop the strategic objectives and influence the way they will be achieved. At team level, people are given the opportunity to contribute their suggestions, raise concerns and constructively challenge decisions. On an individual level, managers invite people to express their opinions and give feedback on the way they are managed. Mutual support Everyone instinctively supports their colleagues when requested or when they notice a need to do so. This includes covering for unplanned absences, sudden demands on caseloads and developing new projects. People who are new to the Department note how supportive everyone is when developing their role and that this continues beyond their probation period. Notably, people are aware when colleagues are struggling with their work-life balance or becoming stressed and swiftly respond by offering help or engaging the manager. Visible and resonant leadership Everyone has great deal of faith in the leadership in terms of providing direction for the Department and as an ambassador within the University. Despite the demands on their time, leaders are regarded as visible, accessible and responsive when required. As effective role models, leaders have inspired everyone to adopt a resonant style of leadership when they are managing others or taking the lead on projects and activities. Accountability Since the last Investors in People review, accountability has strengthened and become more consistent. Managers enable people to be more accountable and make their own decisions within set parameters. The lack of any blame culture gives people the confidence to openly discuss mistakes as they occur and swiftly find solutions. Responding to feedback Managers respond quickly to feedback and frequently involve staff in developing solutions to address weaknesses and negative comments. This includes responding to the analysis of the staff survey, suggestions to change the physical layout of the offices and suggestions to improve the way meetings are managed. Consequently people are confident that their feedback is treated as important and that issues in the future will be swiftly addressed. Camaraderie and fun One of the prevailing strengths mentioned by most people was that the HR Department is a great place to work because of the people, the way they support each other and the ability to have fun whilst working hard. They choose to socialise beyond work, join together for thematic lunches and take time to look in on each other to check on their welfare. They remain resilient with the aid of good humour and camaraderie. Page: 13 of 19

Potential areas for further development Time out to reflect and evaluate As the demands on the teams have increased over the last year and resources have become leaner, several people have felt that they do not have the time to stop and reflect on how well they are operating. They suggested that the awayday is the only opportunity to do this. Recognising the value of this form of evaluation, there may be some benefit in setting aside some team time at occasional intervals to stop and reflect on key aspects of organisational performance. Learning strategy Whilst the current learning strategy is effectively implemented and delivered, there are indications that some needs are not being identified or requested due to the focus on clearing caseloads and other projects. The strategic priorities imply that staff will need to be more closely engaged with supporting the faculties and departments in performance management and taking greater responsibility for HR issues. Managers have identified that this will need a greater use of coaching skills. Ensuring that all potential learning needs are identified during IPRs and developing the capacity for effective coaching across the team would ensure the Department is able to fully support the strategic priorities. Enabling more opportunities for HR staff to work in the faculties and departments would also enhance the ability to develop a partnership model. Reward and recognition strategy Mentoring Although people feel valued and there is a culture of recognition, it is not clear if the recognition strategy is articulated sufficiently for everyone to engage. There are numerous additional rewards and benefits that people take for granted. Revisiting the reward and recognition strategy and involving everyone in refreshing the processes would ensure they all understand how it operates. This may also help to develop understanding of reward systems as the University reviews reward and recognition models for other staff. Mentoring is occasional and often informal, yet there are several opportunities and many sources that have not been exploited effectively. Developing a more robust appreciation of mentoring and including these opportunities within the learning strategy would make better use of the talents and add more structure to the informal mentoring that often blurs with coaching. Evaluation of Strategies As a relatively small organisation that consults and engages with everyone, the majority of the people management strategies are evaluated and adjusted as needs arise. However, as the Department becomes busier and leaner in handling caseloads, there is a risk that opportunities to improve the strategies will be missed. Establishing routine methods and meetings to check on the effectiveness of key organisational development strategies would ensure that they remain valid and effective. Page: 14 of 19

Appendix 1 Continuous Improvement Plan Business Issue - What Suggested Actions - How Potential Benefit - Why Priority - When Solutions/Support - Who Taking time out to reflect and evaluate Consult and develop a simple framework of key features that can be used to reflect on organisational health link to core values Identify two or three occasions in the year to reflect on the experience of these features (in addition to the Awayday) Encourage individuals to take time out and reflect on their own performance skills two or three times a year. Consider pairing as mutual mentors Learning strategy Review the Strategic Priorities and identify critical skills and learning needs to support closer engagement with faculties and departments Take a more robust approach to identifying learning needs for the future within IPRs Ensure that organisational health is maintained Greater awareness of success and resilience during busy periods Earlier intervention to address any concerns Building capacity for future Medium Short to medium Internal expertise in Organisational Development Investors in People specialists Page: 15 of 19

Business Issue - What Suggested Actions - How Potential Benefit - Why Priority - When Solutions/Support - Who Reward and Recognition as a strategy Review current range of rewards and ways of recognising achievements Compare with other organisations Enhanced awareness of recognition strategies Greater appreciation of successes and achievements of the Department. Medium Internal expertise exists Review range of benefits available Refresh recognition strategy Communicate to all Mentoring Review current levels of informal and formal mentoring activities Establish clear definition and model of mentoring Exploit internal talents to develop others Recognise informal mentoring activities Medium Internal expertise exists Identify mentors and provide guidance and learning if required Communicate opportunities Ensure mentoring is evaluated Page: 16 of 19

Business Issue - What Suggested Actions - How Potential Benefit - Why Priority - When Solutions/Support - Who Evaluation of Strategies Identify the key strategies for organisational development and establish how each can be monitored and evaluated using existing feedback mechanisms and business reporting Establish how and when this evaluation will be reported to stakeholders Implement and embed within existing strategic reporting systems. Benchmark with other organisations Ensuring that organisational development strategies remain highly effective and relevant Recognise best practice Early intervention to address changes Benchmarking Medium Internal expertise in Organisational Development Investors in People specialists Page: 17 of 19

Appendix 2 Assessment results summary The Investors in People Framework The evidence requirements that have been met The Indicators 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 1 n/a n/a 2 3 4 5 6 n/a n/a 7 8 9 10 The number of evidence requirements met is 181 Key: The Core Investors in People Standard Your Choice from the Investors in People Framework Not part of the Investors in People Framework Page: 18 of 19

Appendix 3 Business and assessment priorities mapped to Investors in People Framework Business priority Key People issues Main evidence requirements The Standard Additional indicators from Extended framework Capacity to support achievement of the HR Strategic Priorities 2013-2015 Strategic objectives and associated plans are understood by all and individuals 1.1,1.2,1.6 can relate them to their own role. There is communications process for updating people on progress 1.1, 1.4,1.6 7.5, 7.10,7.14 People understand how the Core Values Framework underpins the strategy and promote the values in their work and own behaviour 1.7,1.11, 1.13,1.19,1.23 Learning and development ensures people can support achievement of the priorities 2.1,8.1,8.2 2.5,2.8,2.12, 4.5, 4.10 Leadership and management capabilities defined within the CIPD framework are understood and demonstrated 4.1, 4.11,5.1,5.3 4.4,4.10, 5.5, 5.9, 5.16 Feedback on performance is constructive, timely and appropriate 4.10, 5.2, 5.4 5.13, 5.20 Key performance data is used appropriately to monitor the progress of the 1.2 1.15 strategy and improve performance Leaders and managers are effective in their respective roles 5.1,5.2,5.3,5.4 5.6,5.14,5.22,5.23 Staff encouraged to take responsibility for decisions and improvements 7.1,7.3 7.4, 7.6, Staff are consulted on how to progress the strategy and encouraged to engage with the strategy 1.4, 3.1, 3.5 7.1,7.2 1.8, 1.14,1.20, 7.12, 7.14,7.18 People are given the opportunity to develop capacity to their full potential 8.1,8.2,8.3 8.5,8.9,8.14,8.16 Achievements and best practice are highlighted and celebrated 6.1, 6.3 6.17 People management systems are evaluated and enhanced to ensure they support delivery of the strategic objectives 9.2, 9.3, 10.1, 10.2, 10.3 10.5, 10.6,10.14 Page: 19 of 19