Transcript Slide 1

Challenges for HR in an
Uncertain Future
AUA Conference – 11 June 2014
Peter Brook
Director of Human Resources
University of Portsmouth
You never know what's coming
next ....
The Future is …..
• Unpredictable
• Un
 Uncertain
 Changeable
Political & Economic Context
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HEFCE funding replaced by fee income
Tuition fees cap likely to remain at £9,000
Student number controls lifted for ABB+
Cap on student numbers coming off
Competition from private providers
Diamond review – efficiency & effectiveness
HEFCE grant letter 2014
Political uncertainty
Strategy, Planning and People
• Shaping our Future
• Strategic & Financial Planning round linking
future investment to strategic priorities
• New senior appointments:
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Vice-Chancellor
Chief Operating Officer
Director of Estates and Campus Services
Pro Vice-Chancellors
• Education & Student Experience
• Research & Innovation
Workforce profile
• £106.7m paybill - 57.7% of University income
in 2012/13
• 1168 academic and research staff
• 1442 support staff (45.7% of paybill)
• Low staff turnover (3.4%) compared with HE
average (6.7%)
Pay Restraint
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2009
2010
2011
2012
2013
2014
pay award 0.5%
- 0.4%
- £150
- 1.0%
- 1.0%
- 2.0% early pay settlement
• Commitment to the Living Wage from August
2014 at Portsmouth
Pension changes
Teachers Pension Scheme
• 1150 staff in TPS
• Contribution rates:
6.4% - 12.4% for members &
14.1% for employer, rising to 16.4% September 2015
Local Government Pension Scheme
• 1400 staff in LGPS
• Contribution rates:
5.5% -12.5%, for employees from April 2014, linked to
salary bands & 19.1% for employer
The University is a good place to work
I feel proud to work for the University
Employee Engagement
• Increased commitment delivers increased
discretionary effort – satisfied staff = happy
students
• High employee engagement can increase
productivity by 16% and reduce absenteeism
by 37 %
• Develop and grow our staff and align with new
strategic challenges
• New forms of reward & recognition to
recognise contribution
Strengthening the employee voice
and how to really hear it
• Staff survey
• Wellbeing initiatives
• Staff charter
• Delivering excellence
• Leadership attributes
Delivering the HR service
Business
Partners
inc Casework
Reward & Benefits
(inc Pensions)
Line Manager /
Employee
Service Centre
Contracts,
Recruitment &
Development
Events
Management & Staff
Development
Occupational Health
Health & Safety
Equality & Diversity
Intranet / iTrent
Information,
reports, data
www.develop.uk.com
Strategic People Challenges
• Talent Management & Development –
succession planning and career development
• Performance Management – how to make the
job of Line Manager manageable
• Leadership development – at all levels
• Rewarding & Recognising excellence
• Wider availability of staff
• Workload planning & efficiency
Managing performance to improve
the student experience
• Understanding your contribution to Faculty /
Service objectives
• Feedback on performance through PDR /
appraisal
• Accessing development opportunities to meet
needs identified through PDR / appraisal
• More development opportunities available
online
Developing Leaders at all levels
• Encouraging leadership behaviours that
support high performance at all levels
• Leader and Manager as coach
• Supporting Positive Change programme
• Delivering Excellence for front-line staff
• Encouraging enabling management styles &
behaviours with managers who listen – and
respond
1. Managing self and personal skills
"Willing and able to assess and apply own skills, abilities and experience. Being aware of own
behaviour and how it impacts on others“
2. Delivering excellent service "Providing
the best quality service to external and
internal clients.
Building genuine and open long-term
relationships in order to drive up service
standards“
3. Finding innovative solutions "Taking a
holistic view and working enthusiastically
and with creativity to analyse problems and
develop innovative and workable solutions.
Identifying opportunities for innovation“
4. Embracing change
"Adjusting to unfamiliar situations, demands
and changing roles. Seeing change as an
opportunity and being receptive to new
ideas“
5. Using resources
"Making effective use of available resources
including people, information, networks and
budgets. Being aware of the financial and
commercial aspects of the organisation.
6. Providing direction
"Seeing the work that you do in the context of the
bigger picture and taking a long-term view.
Communicating vision clearly and enthusiastically
to inspire /motivate others“
7. Developing self and others "Showing
commitment to own development and supporting
others to develop their knowledge, skills and
behaviours to reach their full potential for the
wider benefit of the University“
8. Working with people
"Working co-operatively with others in order to
achieve objectives. Demonstrating a commitment
to diversity and applying a wide range of
interpersonal skills“
9. Achieving results
"Planning and organising workloads to ensure that
deadlines are met within resource constraints.
Consistently meeting objectives and success
criteria"
Over to you …
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Delivering excellent service
Finding innovative solutions
Embracing change
 Thinking of these behaviours, identify at least
one example of something you have done in
past six months which fits one of these
headings.
 Did you share it with others ?
Thinking about your CPD …
 How has your job changed in the last six
months ?
 What have you needed to learn to deal with
that change ?
 How have you recorded this new learning /
skill ?
 How often do you update your CPD record or
CV ?
Ways of using professional behaviours
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Making best use of your PDR
Mentoring
Work shadowing
Networking
Reflecting on your practice
Engaging with your AUA Branch
Looking at relevant professional qualifications
And finally …
• Change is here to stay
• Understand how your contribution can make a
difference
• Use the AUA Professional Behaviours
framework to enhance your transferable skills
• Recognise and build on your professional
strengths
• Work collaboratively with academic colleagues
with shared strategic goals