UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE NB. This strategy is available on the University of Cumbria website and it should be noted that any printed copies are uncontrolled and cannot be guaranteed to constitute the current version of the policy POLICY SCHEDULE Policy title Policy owner Policy lead contact Approving body Leadership & Management Development Strategy Human Resources Human Resources UEG, EPC Date of approval Date of implementation February 2015 Version no. 1 Related Guidelines, Procedures, Codes of Practice etc. Review interval Learning & Development Strategy, Research Strategy, Academic Strategy Three years 1 P age
Contents 1. Introduction 3 2. Local & National Context 4 3. UoC Context 4 4. UoC Leadership & Management Development Programmes 5 5. Responsibilities of Line Managers 7 6. UoC Responsibilities 7 7. Way Forward 8 8. Measures of Success 8 9. Review & Monitoring 9 Appendix 1 - UoC Leadership & Management Development Strategy Action Plan Appendix 2 - UoC Leadership & Management Framework 2 P age
LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY 1.0 INTRODUCTION 1.1 This Leadership & Management Development Strategy outlines the University s approach towards leadership and management. The Strategy is based upon a belief that a well led and engaged workforce has a positive impact upon the quality of our student expereince and provides for greater levels of staff satisfaction with all the benefits entailed. 1.2 The University recognises that the need to improve leadership and management skills is particularly acute in the current economic climate. It is acknowledged that excellent leadership and management skills are the key to increasing the efficiency of the University and in exploiting new business opportunities. Strong leadership and management is a key factor in transforming the University and unlocking the potential of the workforce in order to ensure that the University has the right strategies to drive service and workforce productivity. 1.3 The University s Leadership and Management Development Strategy aims to reach all leaders and managers from Executive Board members through to frontline supervisors i.e. all line managers with a responsibility for staff and resources. It recognises that the most junior supervisors and team leaders have a part to play in the delivery of a harmonious, motivated and productive staff and that more senior managers have a key role in leading and managing this strategically and in acting as role models in their leadership behaviours.. 1.4 The Leadership & Management Development Strategy contained within this document has 5 main purposes: To support the strategic objectives of the University To promote a culture that values leadership and management To support the innovation and research agenda of the University To offer a coherent framework that brings together the principles of leadership and management within the University To develop a culture that supports line managers in enabling them to motivate and inspire teams in order to attain the highest possible standards for students 1.5 The Leadership and Management Development Framework is aligned to this Strategy and will enable line managers to develop the knowledge and skills to respond to the challenges of modernisation. 1.6 This Leadership & Management Development Strategy is aligned with and supports the University s Research Strategy, Workforce Strategy and Learning & Development Strategy. The Strategy is underpinned by our Core Values and is structured around our strategic objectives. Our key principle is for leadership at all levels to be linked directly to the delivery of our strategic aims, vision and objectives. 3 P age
2.0 LOCAL AND NATIONAL CONTEXT 2.1.1 The scale and pace of change in the HE sector is unprecedented. Delivering on the transformation agenda which is so vital for the University requires leaders and managers with excellent business critical skills and knowledge. This requires the University to be responsive, dynamic and self-renewing. Our leaders and managers are expected to seek and create new opportunities to innovate, transform and modernise the University. Having effective leaders and managers who consistently exceed the demands of their roles is not an optional extra but it is now an organisational imperative if the University is to meet the significant challenges over the next 5 years. 2.1.2 The challenge for leaders and managers to deliver top-quality responsive services against a challenging economic environment with heightened student expectations and an ever increasing regulatory environment is enormous. Some of the key internal and external drivers that leaders and managers need to understand and proactively respond to over the next 5 years are outlined in the table below. INTERNAL DRIVERS Transformation programme Being a sustainable organisation Strategic objectives Business plans Core Values & behaviours EXTERNAL DRIVERS Economic challenges / student expectations Increased competition Government policy / HERA / HEFCE NSS / performance Indicators Student expectations 2.1.3 The University recognises that increased competitive pressures within the HE sector, and growing student expectations highlights the need for effective leaders and managers. Achieving and sustaining improvements will require greater emphasis on leadership and management styles and skills with a depth of change management capability from individual, team and organisational levels 2.1.4 The University aims to continue to develop leadership and management capability that yields commitment, initiation and of change and supports the reshaping of and services focused on enhancing the student experience. 3.0 UOC CONTEXT 3.1.1 The provision of high quality leadership and management at all levels within the University will contribute to the achievement of our strategic goals given the people centred nature of our activities and how we deliver high quality services to our students and other stakeholders. 4 P age
3.1.2 The University is operating within an environment that is increasingly demanding and characterised by higher expectations on the part of our students and other partner agencies. The various drivers of change outlined by the Burke-Litwin model below emphasises the key role of leaders in the current environment. Leaders are required to have a good understanding of the external environment, contribute in developing a solid strategy and enhance their leadership skills. Leaders must also create the right organisational culture required to enhance individual and organisational performance. Burke-Litwin: Understanding Drivers for Change (1992) 3.1.3 Excellent leadership and management will be required to both deliver the changes associated with the HE reform agenda and the transformation of the University. This Leadership and Management Development Strategy will enable line managers to develop the key skills and knowledge required to ensure that UoC excels and is a sustainable organisation. 4.0 UOC LEADERSHIP & MANAGEMENT DEVELOPMENT PROGRAMMES 4.1.1 The University is committed to the provision of a wide range of opportunities that will support the of highly effective leaders and managers. This Strategy acknowledges the vital role that leaders and managers play in developing a lifelong learning culture where all learning is valued. Leaders and managers are expected to be effective role models in the area of learning and and will seek to develop their own competences in these functions as well as foster growth in others 4.1.2 Our leadership and management have been developed to support our Leadership & Management Framework and are based on the requirements of our strategic objectives as captured within our Annual Operational Plans and business plans. 4.1.3 The 5 levels of leadership and management at UoC in the table below provides a single overarching framework for the leadership and management of all UoC line managers irrespective of discipline, role or function. It encourages frontline academics to develop leadership skills together with non-academic managers. This will enable academics to work in collaboration with managers and develop leadership skills and knowledge and behaviours required to drive continual improvement. 5 P age
LEADERSHIP/ MANAGEMENT LEVELS DELIVERY METHOD EXPECTED OUTCOMES Level 5 Very Senior Leaders UEG Directors (with university wide responsibilities) External & internal facilitated Online strategic thinking excellent leadership & vision role model leadership behaviours transformational leadership employee relations Level 4 Strategic Leaders Deputy Deans Heads of Departments / Services, Associate Directors, Grade 9 & 10 leaders External & internal facilitated Online strategic thinking personal effectiveness operational excellence commercial awareness excellent people management skills employee relations Professors Level 3 Operational Leaders Grade 7 & 8 Line managers Internal facilitated Online strategic awareness personal effectiveness operational excellence employee motivation & engagement excellent people management skills employee relations Level 2 Team Leaders & Supervisors Grade 5 to 6 Line managers (Team Leaders, Supervisors) Internal facilitated Online personal effectiveness operational excellence employee motivation & engagement excellent people management skills self- employee relations Level 1 Informal Leaders Aspiring Team Leaders & Supervisors Internal facilitated motivation & engagement self- Online NB contents of the will be different for the different levels above. The 5 levels reflect the different levels of management within the University 6 P age
4.1.6 The basis of delivery for our is a ratio of 70/20/10. 70% of learning and about leadership and management will take place via real work experiences. 20% will be via ongoing feedback from coaching, mentoring, action learning and 360 assessments and 10% will be from training. Our will build on the established fact that more leadership and management occurs within the context of work. As part of that context senior managers will need to take an active role in the of the existing and next generation of UoC leaders. 4.1.7 The Sustainable Leadership Development programme for staff at grades 7 and above will be reviewed on an annual basis to ensure it meets our leadership requirements. It is envisaged that the will lead to improved business performance, improved employee engagement and it will enhance the abilities of line managers in attaining the strategic objectives of the University. 5.0 RESPONSIBILITIES OF LINE MANAGERS 5.1.1 The continuing challenge of HE reforms and economic climate requires highly skilled line managers at all levels. Leadership and management is therefore a priority activity to which all leaders and managers will be expected to commit sufficient time and effort concentrating on developing their own talents and those of other team members. UoC senior leaders and managers will lead by example and demonstrate their commitment to lifelong learning and. 5.1.2 The primary responsibility for improving leadership and management skills rests with the individual and their line manager using a partnership approach which balances the performance needs of the University and the needs and career aspirations of the individual. All line managers are expected to have a personal plan that is SMART (specific, measurable, realistic and time bound) and links directly to the strategic objectives of UoC and the objectives of the department. Line managers will be supported in meeting their prioritised needs by having access to the listed in appendix 2. 5.1.3 Every line manager has a responsibility for enhancing their skills and knowledge and all managers are expected to coach and develop their employees in order to deliver performance improvement. Every line manager is expected to take ownership for their own performance and on an ongoing basis. 6.0 UOC RESPONSIBILITIES 6.1.1 In order to maintain our position as a sustainable University, leaders and managers need to keep their skills and knowledge at optimum levels to cope with the speed of change. Line managers need to embed learning, coaching and performance improvement into all aspects of UoC life, creating a true learning organisation where every challenge brings an opportunity for learning and therefore improving how we perform. 7 P age
6.1.2 The University recognises its responsibility for ensuring that the skills and capabilities of leaders and managers at all levels are effective and aligned to the organisation s strategy. UoC will review skill requirements on an annual basis through Faculty and Professional Services training and workforce plans and outcomes of personal plans. Appropriate funding will be provided for suitable leadership and management and line managers will be expected to undertake appropriate. 7.0 WAY FORWARD 7.1.1 Improving leadership and management capability is an issue that the University cannot afford to ignore if it is to achieve long-term success. There is no question that good leadership and management can have a truly significant impact on organisational performance both in the intermediate and longer term. 7.1.2 The University faces significant challenges over the next few years and it is imperative for leaders and managers to enhance their skills and knowledge in order for UoC to be better placed to respond effectively to these challenges. 7.1.3 Each year the University will review its leadership succession challenges and leadership plans through a Leadership and Development Steering Group. This will be informed by the strategic objectives and annual business plans of the University, the outputs from PDRs and other related career and performance conversations. 7.1.4 The success of this Leadership and Management Strategy will be judged by the extent to which it delivers on the key implementation measures within the action plan and supports the University in attaining its business and strategic objectives. 8.0 MEASURES OF SUCCESS 8.1.1 We will measure the success of this Leadership & Management Development Strategy through an assessment of both qualitative (outcomes) and quantitative (outputs) measures. 8.1.2 Qualitative Measures (Outcomes) The following measures will allow for a qualitative assessment of the success of this strategy. Regular review of feedback sheets received from participants attending leadership and management Effective management and delivery of organisational change Demonstrable evidence of leaders/managers meeting the values and indicative behaviours of the leadership & management framework Demonstrable evidence of leaders/managers driving required workforce change in a timely and successful manner Effective partnership working across the University Views from trade unions and other staff at appropriate UoC forums e.g. JNCC, Academic Board, UMT, Equality, Diversity, Health & Wellbeing steering group Informal views from staff and other key stakeholders 8 P age
8.1.3 Quantitative Measures (Outputs) The following measures will allow for a quantitative assessment of the success of this strategy. Feedback from the bi-annual staff survey will show a year on year improvement in staff perception of the quality and quantity of leadership and management. Feedback from the annual national student survey (leadership and management elements) Investors in People (IiP) - leadership and management silver accreditation within three years Leadership & management awards Number of managers and leaders attaining membership grades of the Chartered Management Institute (CMI) or ILM, demonstrating that they are performing to recognised management standards Number of leadership and management accredited by the Institute of Line Management (ILM) Effective management and delivery of organisational change Number of management positions filled by internal applicants Significant progress in attaining our strategic objectives 9.0 REVIEW AND MONITORING 9.1.1 The Leadership & Management Development Strategy will be monitored on a regular basis by the Leadership and Development Steering Group. An annual report will be produced every August and the Strategy will be reviewed in 3 years time. 9 P age
APPENDIX 1 LEADERSHIP & MANAGEMENT DEVELOPMENT ACTION PLAN ACTIONS EXPECTED OUTCOMES LEAD (S) TIMESCALE 1. Develop a network of appropriately qualified coaches and mentors for line managers 2. Develop e-learning leadership/manage ment for line managers 3. Organise topical one off seminars with appropriate guest speakers Personal effectiveness Coaching approach to leadership Opportunity for self Enhanced leadership/manage ment skills Enhanced skills Networking opportunity HR 31/03/15 HR 31/03/15 HR Minimum of 4 pa 4. Organise 360 degree leadership assessment tool for corporate leaders Personal effectiveness Opportunity for self -reflection HR May each year 5. Develop a database of internal facilitators Effective use of internal expertise HR 31/03/15 6. Conduct annual review of business plans to identify leadership requirements Alignment to UoC strategic priorities HR June each year 7. Conduct annual review of PPDR summary outcomes to identify leadership & management requirements Alignment of to Uoc priorities Ensures fit-forpurpose HR June each year 8. Develop and publish a UoC prospectus of Awareness of Facilitate process for line managers to attend HR 31/12/14 10 P age
APPENDIX 2 LEADERSHIP & MANAGEMENT FRAMEWORK 1. Personal Effectiveness Self-assessment & needs analysis Time-management; Planning & Prioritising Effective communication & interaction Emotional Intelligence & Personal Impact Professional Skills Sets (networking, negotiating, persuasion & influencing, developing resilience) 2. Operational Management Effective HR practice (key HR policies) Data Protection and F.O.I Financial Management Skills (commissioning & procuring services, managing finance & working with budgets) People Management Skills (preventing & managing conflict, giving & receiving difficult & constructive feedback, PPDR and performance management) Strategy & Planning 3. Leadership in Practice Mentoring others Leading vs. Managing Teams Customer First: Developing Customer Service Excellence Partnership Working Promoting & Supporting Internationalisation 4. Leading Change Creativity, Innovation & Problem-solving Digital Literacy for Leaders & Managers Leafing Research & Enterprise Activity Managing Change in H.E. Project Management Professional sessions around these 4 key themes will be delivered by both internal and external resources, depending on topic and will consist of online self-study materials and face-to-face workshop sessions 11 P age