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Performance for All 28 November 2012
University of Reading
Promoting Excellence Project
The University was experiencing a period of significant change
•Traditional/risk-averse institution
•Re-shaping – had it damaged our relationship with staff
•Further deficit to address
•Fees/student experience
•Competition
•Internationalisation
•New VC
•New HR Team
HR Strategy 2012-15
Promoting Excellence
Project
Staff Survey 2011
What the staff survey told us…
79% overall score for engagement
Only 28% (49% neutral) agreed that a clear vision had been communicated
Only 25% (45% neutral) agreed that poor performance was appropriately dealt with
Only 30% agreed that the University recognises and rewards performance
Only 42% found the SDR process helpful
HR Strategy 2012-15Working Together: A Strategy for Success
Not just an employer
Supportive leadership
Challenging culture
Staff experience
Celebrate success
Embrace diversity
Conduct outstanding
research
Promote the responsible application of new
knowledge
Educate talented people
well
Managing performance
A panacea?
Too much emphasis on under-performance
Create the right environment and excellent performance will follow….
….and poor performance will be exposed
Performance management should be done with rather than to staff
Supportive leadership
Not just an employer
Supportive leadership
Challenging culture
Staff experience
Celebrate success
Embrace diversityCreating the conditions that allow
colleagues to fulfil their potential within their roles and careers
•Leaders given the appropriate support to fulfil their leadership potential
•Leaders provide a supportive environment where achievement and ambition is recognised, and poor performance is addressed
•Leaders are concerned for staff wellbeing
•Coaching and mentoring for those in leadership positions
•Succession planning and talent management
•Values and behaviours
•Clear performance expectations for all staff
Celebrate success
Not just an employer
Supportive leadership
Challenging culture
Staff experience
Celebrate success
Embrace diversityRecognising and rewarding
achievement at the earliest possible opportunity
•Staff are encouraged to be ambitious and rewarded for their contributions
•Rewards reflect values and behaviours
•Communicate and share success across the University
•Achieving better promotion, and take up, of existing reward opportunities
•Re-inforcing links between performance and reward, aligned with values and behaviours
•Introducing new progression and career path arrangements
Promoting Excellence Project (PEP)• Setting & Communicating Expectations
• Building Leadership and Management Capabilities
• Linking Performance and Reward
• Procedural Review
PEP – key messages
Question everything
If it inhibits excellence – change it
Where we see excellence – recognise, reward and celebrate it
Take every opportunity to signal change
What our staff have seen, so far….
Statement of Values and Professional Behaviours
New academic career paths/ revised Personal Titles procedures
New suite of reward arrangements, including an on-line voucher scheme
New leadership & management development programme in conjunction with Henley Business School
New arrangements for appointing to Academic leadership roles, eg Heads of School
New Employee Assistance Programme
Working group to re-engineer the Staff Development Review process
How Simitive fits in …
A further symbol of change/doing things differently/re-shapes the SDR
Clear line of sight to University strategic priorities
Clarity of expectation/fit with University priorities
Reinforce University values and behaviours
Encourage objective setting for line managers
Encourage ownership of objectives by individual staff
Captures regular dialogue between managers and staff
Aligned with reward arrangements
Use of Simitive so far….
Estates & Facilities (building in own competency framework)
HR Team
Academic School – Biological Sciences
Vice-Chancellor – direct reports
Further roll-out during 2013