Fit for future? The HR challenges of delivering transfomration - Helen Fairfoul and Veryan Johnston


Published on

Delivering value from the HE Estate - Lessons and challenges

Published in: Education
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Fit for future? The HR challenges of delivering transfomration - Helen Fairfoul and Veryan Johnston

  1. 1. Efficiency in HE Conference 27 March 2014
  2. 2. Fit for the Future: The HR challenges of delivering transformation Veryan Johnston, Chair, UHR Helen Fairfoul, Chief Executive, UCEA
  3. 3. Delivering Transformation • Articulate the vision • Catalysts for change • Communication • Engagement • Innovation • Persistence!
  4. 4. Swansea University: Performance Enabling
  5. 5. Swansea – Performance Enabling • Drivers for Change • What is Performance Enabling? – Clarifying expectation of role and standards – Clarity on objectives and contribution – Removing barriers to performance – Recognition and challenge • 5 Year Plan for Cultural Change – Intense engagement – 8 work streams – Academic KPIs
  6. 6. Swansea – Performance Enabling • Process – 1500 cultural change sessions – Coaching for 734 leaders – Online student feedback system linked to PDR • Progress at Year 3: – 99% staff participation in PDR – Online review for Heads of College with business aimed KPIs – Reward linked to KPI outputs – Academic career pathways
  7. 7. Edge Hill – Measuring the Organisational Impact of Health & Wellbeing
  8. 8. Edge Hill – Measuring the Organisational Impact of Health & Wellbeing • Drivers for change – Motivation, performance, attendance • Strategy for Wellbeing – Create environment where staff able to achieve – Create expectation of high performance – Enable work life balance
  9. 9. Edge Hill – Measuring the Organisational Impact of Health & Wellbeing The “Whole Person” Framework Work Health and Resilience SocialFamily Finance Staff
  10. 10. Edge Hill – Measuring the Organisational Impact of Health & Wellbeing • Progress: – Continual improvement in NSS, Retention and League Tables – Staff KPIs – Opinion Survey results • 91% say Edge Hill is a great place to work – Health and Wellbeing KPIs • Over 1300 working days saved • £100k reduction in annual sickness pay costs • Reduction in long term sickness absence – External Benchmarks • IIP Award for Wellbeing • UHR Award for Organisational Impact
  11. 11. UHR – Sharing Best Practice • UHR Annual Conference and Awards • UHR Development Days • Further details and case studies at
  12. 12. UUK Efficiency programme, phase 2: Higher education workforce change, practices and processes • The group will - seek to publicise and build on successful initiatives where there could be short-term impact; and - seek to identify areas that will require longer-term strategic focus. • Very aware of the workforce themes in other work streams, e.g. asset sharing and estates utilisation
  13. 13. Key focus areas identified 1. Organisational change 2. HR processes and streamlining administration 3. HR as an agent for enhancing business effectiveness and organisational development 4. Employee engagement and wellbeing
  14. 14. UCEA work supporting organisational change in HEIs The key themes • Strategic influence • Leadership behaviours • Employee voice, communication and feedback • The academic role and work prioritisation • Reward, recognition and performance • Flexibility and contracts
  15. 15. Leading academic talent to a successful future (Tony Tysome 2013, edited 2014) ‘The changing environment presents as many opportunities as threats, but new approaches to leadership in HE are needed’ ‘A key challenge for academic leaders amid the changes will be maintaining focus on their institution’s core purpose, mission and values.’ ‘Leading and managing academics through the changes and associated challenges must involve striking a balance between preserving academic autonomy and introducing a culture of greater accountability’ ‘Performance management has a key role to play in increasing accountability and bringing about change, but implementing is difficult’ ‘The academic workforce will need to become more flexible in terms of the way academics work and what they are expected to do.’
  16. 16. Post-92 contract arrangements for academic staff UCEA survey of HEIs, August 2013
  17. 17. Framework Agreement component Requirement in local agreements Use of single 51 point pay spine Yes, as the basis of determining the local spine Use of model grading structures No Progression between grades No Progression within grades Progression to include a mix of service and contribution-based pay Harmonisation of working hours Yes, within grades and where working week defined Treatment of hourly-paid staff No Job evaluation Yes, for grades covered by JNCHES Market supplements Enabled use of recruitment and retention premia
  18. 18. Employee voice …… the various forms of two-way communication between employers and employees in the workplace….. focused on accessing • employee views • involving staff in decision making • resolving differences of opinion • gaining access to the knowledge and expertise of the workforce • sharing information with employees • encouraging employees to express opinions on decisions that affect them and making sure their views are listened to
  19. 19. UCEA’s programme of support • Interactive practitioner groups: ‒ Academic career pathways: research, teaching, enterprise ‒ Flexible contracts: operational and technical staff ‒ Changing the post-92 contract: teaching hours, scholarly activity ‒ Academic workload: ‘bean counting’ or work mapping • Workshops led by experts and professionals ‒ Masterclass on Reward Strategy: the what, the how, the why ‒ Strategic Planning and the influence of HR • Conferences ‒ Developing leadership behaviours to enhance performance ‒ Employee voice, taking the workforce with you • Case studies, research reports, literature reviews and member briefings