Transcript Governor Workshop

Governor Workshop
HR issues for governors
In changing times
Jayne Dowden
Director
HR, Safety, Health and Environment
Cardiff University
Fellow
Chartered Institute of Personnel and Development
CUC Guide for Governors 2004
The governing body has responsibility for the institution’s employment
policies. This includes matters such as:
• ensuring that the HEI has a well-formulated HR strategy aligned with the
institutional strategy and mission, and that due attention is given to HR
issues at the corporate level
• ensuring that pay and conditions of employment are properly determined
• ensuring that the institution complies with the requirements of
employment and other relevant legislation affecting employment
(including inter alia Health and Safety at Work; Taxation; Immigration;
Freedom of Information; Data Protection; Discrimination; Human Rights;
TUPE; Consultation);
• ensuring that there are policies and procedures for appointments,
promotion, staff development and performance review/appraisal.
What makes an effective Governing Body?
• Reflects ethos of the university
• Good understanding of the university
• All members engaged in debate
• Not just ratifying body for committees
• Well prepared and timely papers
• Understanding of exec/non exec boundaries
Sir Andrew Cubie
How does the governing body know
the University is performing
Is it meeting mission and KPIs?
Is it delivering Primary Responsibilities?
Knows of student achievement
Research and knowledge transfer achievement
Community and business engagement
Awareness of student support systems
Annual accountability returns report reality
Informed of problems eg OFFA, OIA, legal
ensuring that ...due attention is given to
HR issues at the corporate level
International staff & students & UKBA
UCU standpoint: another staff dimension
• it is far from clear what the impact of these rules
will be on staff-student relations and whether
staff will be expected to help police these new
rules, and what the consequences will be if they
refuse to do so
• any 'policing' activity undertaken by college and
university staff is likely to have a highly damaging
impact on pastoral and teaching relationships
with students
UCU
ensuring that pay and conditions of
employment are properly determined
Staff costs ratios
Senior staff salaries:
accountability and control
Russell Group comparators
Institution
Vice-Chancellor
Total Salary £
(excl pension)
Pension
£
1
Birmingham
Sterling/Eastwood
368,000
51, 000
2
Imperial College
K O’Nions
354,000
0
3
Nottingham
Campbell/ Greenaway
316,057
43,840
4
Liverpool
Bone / Newby
303,000
48, 000
5
UCL
M Grant
293,374
44,281
6
Oxford
Hood/Hamilton
371,000
53,000
7
Manchester
A Gilbert
248,000
39,000
8
King's College
R Trainor
272,000
49,000
9
Sheffield
K Burnett
271,000
40,000
10
Leeds
M Arthur
260,000
60,000
11
Bristol
E Thomas
254,000
60,000
12
Southampton
Wakeham/Nutbeam
251,000
52, 000
13
Glasgow
Russell / Muscatelli
250,000
40,000
14
Cardiff
D Grant
246,000
39,000
15
Warwick
N Thrift
238,000
36,000
16
Edinburgh
T O'Shea
231,000
55, 000
17
Queen's Belfast
P Gregson
218,000
35,000
18
Cambridge
Richard/Borysiewicz
223,000
35,000
19
Newcastle
C Brink
206,200
47, 000
20
LSE
H Davies
168,000
0
(interim)
Welsh Universities: £100k+ earners
BBC Panorama , September 2010
HE Pay determination?
HE Pay determination?
•
•
•
•
•
UK national?
Mission group?
Regional/devolved nations?
Regional Pay?
Local?
Academic?
Academic related/professional?
Support staff?
Pensions
Private schemes
• USS – second largest scheme in UK
2008: 103% funded, surplus £707 million
2011: 92% funded, deficit £2.9 billion
2012: 77% funded, deficit £9 billion (after contested changes)
• Self-Administered Trusts*
Changes made at Bangor, Swansea, Cardiff
Public sector schemes
• TPS – unfunded scheme, no surplus or shortfall
• LGPS *
• NHS
* Financial Reporting Standard 17 (FRS17) applies to these schemes and liability
on the balance sheet
ensuring that there are policies and
procedures for appointments, promotion,
staff development and performance
review/appraisal.
Return on investment
• Research Assessment Exercise
• Quality Assurance: periodic review
• Institutional KPIs
• Unit Annual performance measures
• Individual performance appraisals
"For HR, academic staff are just drones to be classified, measured,
assessed and used or disposed of accordingly. Insight, inspiration, the
advancement of human knowledge and civilisation? Oh no, say HR, we
need benchmarks, impact statements, performance evaluations, and
in the end it is about cutting jobs and getting people to do more with
inadequate resources. Tools of managerialism.“
Guardian Higher Education Network: Blog response May 2012
Academic engagement
•
•
•
•
Academic culture?
Academic freedom?
Academic engagement?
WIFM?
Discussion:
How best should governors ensure that
HEIs meet the people management
challenges of these changing times?