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HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY. On Behalf of Rob Allan Director of Human Resources August 2014. Staff Statistics. 3200 staff (approx) Approx 50:50 split by gender 12% BME 78 nationalities (approx) 1.6% ( declared ) disabled 36% part time. What is HR/HRM?. - PowerPoint PPT Presentation
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HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY
On Behalf of Rob AllanDirector of Human Resources
August 2014
Staff Statistics
3200 staff (approx) Approx 50:50 split by gender 12% BME 78 nationalities (approx) 1.6% (declared) disabled 36% part time
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What is HR/HRM?
Replaced “Personnel” in 1980s Personnel viewed as being more administrative
and reactive (transactional) HR viewed as being more strategic and
proactive (transformational) Public sector a little behind private sector? Helping the organisation get the most from its
staff. Helping managers manage. HRM is every manager’s job
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Context for HRM at L’boro
• LU’s Strategy “Building Excellence” places great emphasis on HR. One of the themes within the strategy is Investing in Staff.
• Past HEFCE feedback (2007) on self-assessment of people management at LU – “There was an absence of a clear commitment to on-going continuous improvement in people management.”
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Building Excellence(HR)
• Academic Roles
• Performance Management
• Reward and Performance
• Other HR initiatives
Academic Roles
• A structure to meet the needs of the strategy
• Focus/specialisms in research, teaching and enterprise
• Support roles
• Fellowships to support excellence
Performance
Focus initially on academic staff Acceptance that ‘one size doesn’t fit all’ Link to reward and other university processes
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Reward and Academic Promotion
The future of automatic increments Creation of a more flexible reward package Publicise our reward and benefits package Review of academic promotion procedures
and criteria to ensure aligment with strategy
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Other HR Initiatives
HR data (e.g. in PDR) Recruitment Staff development Leadership development
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Next Steps
3 year plan to be drawn up by 2015 Consultation with staff and unions
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Management at Loughborough
No book of Loughborough Management Loughborough style? Continuous Improvement Role Models - Lead by example Common sense Accepting /Taking Responsibility Not working in isolation Corporate purpose
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Common Organisational Challenges
Building organisational capability
Attracting & retaining talent
Building Performance
Building Commitment
Building HR Effectiveness (not just HR Dept)
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Challenges for HEIs
Major funding challenges/uncertainty about the future
Doing more with less
Managing major change (restructures, redundancies)
Cost of absenteeism (Sickness costs approx £700 per person pa, so £2,240,000 to Loughborough)
Focus motivation and performance
Employer profile and reputation
Increased competition
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Challenges Ahead
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HRM Challenges Ahead
In challenging economic times, it is more important than ever to ensure that staff remain motivated, engaged, healthy and able to perform
HRM - far too important to be left to the HR Department!
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Management Challenges
Performance management (incl attendance; discipline; grievance; nb. bullying/harassment)
Reward (incl JE) Managing change (supporting staff) Communication Staff involvement/consultation Workload/Bureaucracy Staff Development (including career dev) Develop our strengths as well as weaknesses
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Getting the balance right
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Absence Management
Back to Work meetings Improve data recording and review Be aware (of all your staff) Take action Avoid absence culture Communication Leadership Deal with poor performers
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Grievance Interviews
“We talk about it for 20 minutes and then we decide I was right."
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Recruitment
Quality control Efficiencies Centralise Move to E Recruitment Temporary staff – best value? Fixed term contracts Social media
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Staff Development
Management & Leadership- Action Learning sets - Mentoring & Coaching
- Secondments - People Management skills
Succession Planning/ Talent Pool Career Development PDR Organisational Development Equalities & Diversity Induction
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Employee Relations
Good relationships with Trade Unions (UCU; Unison; Unite)
Communication Consultation & Negotiation (J.N.C.C.) Policies & Procedures (nb Simplicity)
(n.b. performance; conduct; sickness;)
Redeployment & Redundancy
Organisation as employer Internal adverts FTCs Tensions re Redeployment Security of Employment (6 months) Protection Failure to consult Avoidance of our own procedures
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Staff Support
Occupational Health Staff Counselling Confide (Bullying & Harassment) Career Guidance ‘Buddying’ & Mentoring Staff Support Groups SUPPORTING MANAGERS TOO
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Equality & Diversity
consult & support staff across all diversity issues.
implement Single Equality Scheme refresh the E & D training incl induction ensure diversity issues are ‘main-streamed’ Ensure organisations meets its statutory duties
(Equality Act 2010) Treat individuals fairly & with respect
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How are we doing?
Quarterly reports to HR Committee (HR scorecard/ KPIs)
Staff Surveys Benchmarking Accreditation Publicise internally What should be included?
Staff Survey 2012
64% response rate 92% (95%) felt it a good place to
work 92% generally enjoy their work 80% understand core values 76% communication is effective 87% would recommend to a friend
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Areas for Attention
Communication Managing change (supporting staff) Staff involvement Workload/Bureaucracy Efficiency Training & Development (including career dev) Performance management Develop our strengths as well as weaknesses
?
Questions
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