Human Resources
What have we done since 2011?
The University is committed to improving the quality of working life for all staff. In the light of current and future challenges, understanding staff experiences and opinion is an essential first step towards achieving this aspiration.
The University’s HR Strategy 2009-2012 declared our intention to develop a strategy for engaging staff as effectively as possible, recognising that feeling trusted, valued and involved are all central to this.
The last survey in 2011 provided valuable feedback about these and other related issues that influence commitment.
We need your feedback
We are now using the survey as an opportunity to evaluate these initiatives and to see what does and does not work. We need you to reply so please do take the time to complete the survey. Your feedback is listened to and helps us move forward.
Findings from Staff Survey 2011
In the majority of survey topics the results in 2011 showed a marked improvement both on the outcomes in 2011 and the sector norms. Responses to the questions about the University being a good place to work and the levels of motivation and satisfaction experienced at work outperformed the sector particularly highly. Feeling valued by the University showed a 15% increase on the sector norm with 71% of respondents being in agreement with the statement.
Areas for improvement
Overall outcomes were positive, there were though some areas with room for improvement where results represented a decline in comparison with previous results. One area was job security, with many respondents feeling less secure in their jobs than two years ago. This may be a response to the very uncertain environment in which we presently live, with many impending changes to the ways in which higher education is financed and organised. Capita conduct many surveys across the sector and report a similar response elsewhere.
Dealing with change
You said…
University wide responses indicated that more could be done to help staff prepare for and cope with change. This again may have been, to a degree, impacted upon by the volume of change being felt across the sector and the heightened awareness of change being experienced by staff in all areas of the University. There have though been measures taken to help address these concerns for all staff.
In response...
The Leading Change programme was developed and has run two successful cohorts over 2011 and 2012. This programme was open to all staff and provided delegates with support and development opportunities for implementing and responding to change initiatives.
In further response to both feedback and the continuing climate of change, the Leading Change programme has been overhauled for 2013 to create greater access to support for all staff rather than the limited delegate numbers of the previous incarnation. As such there will be workshops for managers and staff alike, supporting resources through an online facility and toolkits designed to better equip managers in communicating change messages.
The Leader and Manager as Coach Programme, which was launched in 2011, has now been undertaken by 120 leaders and managers from around the University. This very successful programme provides practical advice and tools for managing and leading in a coaching style and therefore enabling managers to better support their staff, particularly through uncertain times.
The need to better prepare staff for change has also led to Marketing & Communications carrying out a communications review. The results of this review were recently published which lead to changes in current communication methods, such as the timing, number and frequency of Staff Essentials emails; the style, themes and timings of Communicator publications; and the remit and usage of all staff emails. All of these imminent changes are as a direct result of staff feedback.
Career progression
You said…
The perceived lack of opportunity for career progression within the University was another area of concern highlighted by the 2011 survey.
In response…
Although there is no clear ‘fix’ on this matter there have been a number of developments and changes to practice which will help staff with desires for progression. These include, but are not limited to: the new APEX framework designed to develop and reward all staff that support learning and teaching, using the UK professional standards framework; the creation of a Development programme for research active staff; a development programme for Science technical staff supported by membership of HEATED (an organisation dedicated to supporting Professional Development of Technical staff from all disciplines and specialism in Higher Education) University wide Accreditation by the Association of Accounting Technicians as recognition that the staff development opportunities available within the University are appropriate to the needs of its members; the decision to advertise some support staff vacancies internally only to encourage career movement and development; and the delivery of more staff development events through Management and Staff Development than ever before.
In addition a full review of the Performance and Development Review (PDR) process has been carried out to ensure that all staff are being provided with the opportunity to benefit from an effective PDR. This review illustrated that PDRs are now well embedded and consistent across the University, with appropriate and effective objectives agreed, reviewed and linked to central objectives and strategic plans.