1. National context –are we making our mark?
• The UK National Strategy and Target for Outward Student Mobility
•International context: mobility rates by country
2. Research:
• A picture of participation (who, what, where?)
• Widening participation in outward mobility (findings and current practice)
• The value of outward student mobility: UUKi’sGone International cohort studies
3. The Go International: Stand Out campaign
• activities and how to get involved
The lessons learnt through a critical investigation of professional development and career progression for professional services staff and its significance to Strategic HRM: A Case Study at Keele University
1. National context –are we making our mark?
• The UK National Strategy and Target for Outward Student Mobility
•International context: mobility rates by country
2. Research:
• A picture of participation (who, what, where?)
• Widening participation in outward mobility (findings and current practice)
• The value of outward student mobility: UUKi’sGone International cohort studies
3. The Go International: Stand Out campaign
• activities and how to get involved
The lessons learnt through a critical investigation of professional development and career progression for professional services staff and its significance to Strategic HRM: A Case Study at Keele University
Cross departmental effectiveness to improve the student experience: case study – Louise Medlam (Academic Registrar) and Lynn Jones (Deputy Academic Register) – Glyndwr University
AUA Mark of Excellence information session from Amanda Shilton Godwin AUA – including LJMU’s reflections of going for the MoE; John Trantom (Leadership and Development Adviser), LJMU
Professor Brad Mackay explores some of the critical uncertainties posed by Brexit and how they might shape the international competitiveness of the sector in the future.
Dr O’Halloran shares with the network a range of initiatives at the University of Strathclyde, designed to enhance the experience of under-represented groups and demonstrate the University’s core values.
Whether it’s for a job interview, in a team meeting or at the AUA conference, the chances are that you will need to give a presentation at some point in your career. Finding the presentation style that suits you will help you go from death by PowerPoint to creating engaging and memorable sessions for any audience.
Chance and fate in making the connections that ignite the creative spark. At one time or other we all will call on inspiration, support and/or ‘reality checks’ from others with a different perspective, or perhaps wish we had done in hindsight! Some thoughts on how this can happen and how we might help develop an environment to increase the chances of it happening.
We have all been told about the benefits of building a network of contacts, but what can you do if you don’t like ‘networking’? In this talk I will show how I used social media and external organisations to build up my list of contacts and gain a good reputation in HE for my work in data management.
This session provides an insight into how the AUA’s CPD Framework can be applied to maximum effect at team level. You will have the opportunity to consider case studies and to share ideas, and practical tips and exercises for developing your team that you can adapt to suit your team’s needs.
This session explores how professional services staff at all stages of their career can access and benefit from the AUA’s CPD Framework. You will experience using the framework for self-assessment and develop a greater understanding of ways in which the framework can be applied to your own situation, as well as practical tips on how you can use the framework for planning and achieving your personal and professional development goals.
Every job changes over time but what happens to roles and the people in them when change becomes necessary due to the accelerated evolution of an academic department? What are the intrinsic differences between generalist and specialist roles? What are their specific advantages and disadvantages? Which model works best for professional services staff, students and faculty?This interactive workshop will take participants through the process of acknowledging that change is sometimes necessary, determining what form that change should take and implementing those new structures. It will focus on the personal implications of change and how to retain control of a potentially difficult process; how communications with various stakeholders are managed; and how those involved need to be truly engaged and supportive of the process so that an effective team can be formed.
Using a real-life example to better explore these issues, participants will gain an understanding of the causes, implications and consequences of large-scale change and restructure. They will be encouraged to think about the structure of their own teams and to use the lessons we learned to help them identify any possible solutions to problems they may be facing.
This will be an interactive workshop covering the themes of transformation and change management in the context of a project to design and build and move in to a new home for the School of Mathematics Statistics and Actuarial Science at the University of Kent. The session will cover multiple aspects of the project from planning, through design to realisation and will draw on the experiences of the School Administration Manager tasked with representing the School and the University Head of Space Management tasked with implementing the change. A. Design and Planning The participants will be split into groups of 5-6 people. In undertaking this participants will be asked to:
(i) undertake “blue sky thinking” about creative use of space and how this can provide an opportunity to review current practices.
(ii) consider the stakeholders, who what and why?
(iii) consider impact on and benefits for end users.
(iv) explore what could be achieved by considering different ways of working within spaces.
Groups will be asked to prioritise their example list and share it and their reasoning with the wider audience. Examples of how this process was undertaken at University of Kent will then be discussed to illustrate the process and thinking that went into designing a new facility to house an academic school. B. Negotiation and Realisation: This part of the session will focus on the process of change management. Groups will be asked to consider how they would plan to implement their changes. Anticipating issues and possible blocks to progress and how these might be overcome. We will think about the impact of these reductions and compromises on the original design. This will touch on managing expectations of stakeholders and end users and taking staff through a process of change. Again this part of the session will be finished with reference to the case study at Kent and discussion of some of the issues encountered at Kent. In particular we will highlight how the design and initial concept changed when reality started to bite (budgetary constraints, attitudes to work and the necessary compromises involved) and how these challenges can be overcome to enhance the final product.
In April 2015 the University of Salford successfully implemented askUS, a new student-facing ‘one stop shop,’ taking just 14 weeks from project launch to service inception. Bringing together teams from three disparate locations with very different ways of working, the askUS project co-located a range of services including Finance, Visas & Immigration, Registration, Counselling & Wellbeing, Careers & Employability…and many more! The success of the askUS project was co-creating with students, and working with operational colleagues to design how the service should work, what it should look like and how it should feel. This session will explore our experiences of getting things done in just 14 weeks, including how we adapted existing building layouts and student systems, and how we changed our ways of working and dealt with any challenges.
Current agendas that seek to promote “widening participation” and the development of skilled as well as knowledgeable graduates mean that universities need to take a step back to re-examine and challenge traditional curriculum design and delivery models. This paper explores the current landscape and requirements such as modularisation, credits, learning outcomes and levels and how those support and/or constrain curriculum design and delivery that engages and develops students who come from backgrounds that are mixed in terms of previous educational experience, socio-economic class and cultural heritage. The central theme is to challenge perceptions that certain approaches to curriculum design and delivery are not possible because of these requirements.
How do you transform a team who are struggling to keep up with the demands of providing a busy and demanding service? How do you address problems like high sickness rates and low morale? This session will describe the transformation of a team who found themselves under so much pressure that it led to problems with attendance and motivation. Working with colleagues from inside and outside the institution who provided expertise, support and coping mechanisms, the team’s managers worked with the team themselves to turn things around, and are now functioning as a truly collaborative, happy and effective group. The session will describe the techniques and strategies that were used to deliver this change, and how the team themselves contributed not only to the transformation, but to identifying how they had achieved it, and what they were doing differently in order to be successful and enjoy their jobs.
This session is about you. And about your career. Where you want it to go. And how you can make it happen, whether you have children, are thinking about having children or have caring responsibilities. I also hope it will hold value and interest for those simply interested in exploring their own career development. The session is focused on transformation of self, using key events in the career journey of one individual to support others in exploring their own career development. 18 months after graduating and being appointed to my first role at Oxford Brookes University, I made the transition from young free and single 20 something, to single working parent, navigating the complexities of balancing brand new, and unexpected, parenthood with a fledgling career. Since then, I have been afforded, and fully exploited, a number of opportunities for career enhancement, and I have been given the space to do this alongside being a parent. This environment has enabled to me to take a burgeoning career and a child and be fully committed to both of them. 9 1/2 years and six roles later, it has become increasingly important to me to support colleagues in their career development, and in balancing their varied commitments in order to lead a full and satisfying working life. Using key experiences throughout my career for context, this session will explore the ways in which you view yourself; the way in which others view you; opportunities for (and barriers to) development; the sphere of control you exercise over your own future; and your allies and support network. The session will also explore the skills you use daily in your roles outside of the office to enhance your own professional practice, and how we, as individuals, can help set the tone for future managers, creating future generations of manager who support their colleagues in their development, regardless of their parental or caring status. The session will use small discussion groups to explore certain topics, individual and personal reflections which may or may not be shared, and personal pledges to ourselves about the next steps we want to take. It is intended to be a supportive, group session, where Chatham House Rules and commitment to confidentiality will be key to its success.
Cross departmental effectiveness to improve the student experience: case study – Louise Medlam (Academic Registrar) and Lynn Jones (Deputy Academic Register) – Glyndwr University
AUA Mark of Excellence information session from Amanda Shilton Godwin AUA – including LJMU’s reflections of going for the MoE; John Trantom (Leadership and Development Adviser), LJMU
Professor Brad Mackay explores some of the critical uncertainties posed by Brexit and how they might shape the international competitiveness of the sector in the future.
Dr O’Halloran shares with the network a range of initiatives at the University of Strathclyde, designed to enhance the experience of under-represented groups and demonstrate the University’s core values.
Whether it’s for a job interview, in a team meeting or at the AUA conference, the chances are that you will need to give a presentation at some point in your career. Finding the presentation style that suits you will help you go from death by PowerPoint to creating engaging and memorable sessions for any audience.
Chance and fate in making the connections that ignite the creative spark. At one time or other we all will call on inspiration, support and/or ‘reality checks’ from others with a different perspective, or perhaps wish we had done in hindsight! Some thoughts on how this can happen and how we might help develop an environment to increase the chances of it happening.
We have all been told about the benefits of building a network of contacts, but what can you do if you don’t like ‘networking’? In this talk I will show how I used social media and external organisations to build up my list of contacts and gain a good reputation in HE for my work in data management.
This session provides an insight into how the AUA’s CPD Framework can be applied to maximum effect at team level. You will have the opportunity to consider case studies and to share ideas, and practical tips and exercises for developing your team that you can adapt to suit your team’s needs.
This session explores how professional services staff at all stages of their career can access and benefit from the AUA’s CPD Framework. You will experience using the framework for self-assessment and develop a greater understanding of ways in which the framework can be applied to your own situation, as well as practical tips on how you can use the framework for planning and achieving your personal and professional development goals.
Every job changes over time but what happens to roles and the people in them when change becomes necessary due to the accelerated evolution of an academic department? What are the intrinsic differences between generalist and specialist roles? What are their specific advantages and disadvantages? Which model works best for professional services staff, students and faculty?This interactive workshop will take participants through the process of acknowledging that change is sometimes necessary, determining what form that change should take and implementing those new structures. It will focus on the personal implications of change and how to retain control of a potentially difficult process; how communications with various stakeholders are managed; and how those involved need to be truly engaged and supportive of the process so that an effective team can be formed.
Using a real-life example to better explore these issues, participants will gain an understanding of the causes, implications and consequences of large-scale change and restructure. They will be encouraged to think about the structure of their own teams and to use the lessons we learned to help them identify any possible solutions to problems they may be facing.
This will be an interactive workshop covering the themes of transformation and change management in the context of a project to design and build and move in to a new home for the School of Mathematics Statistics and Actuarial Science at the University of Kent. The session will cover multiple aspects of the project from planning, through design to realisation and will draw on the experiences of the School Administration Manager tasked with representing the School and the University Head of Space Management tasked with implementing the change. A. Design and Planning The participants will be split into groups of 5-6 people. In undertaking this participants will be asked to:
(i) undertake “blue sky thinking” about creative use of space and how this can provide an opportunity to review current practices.
(ii) consider the stakeholders, who what and why?
(iii) consider impact on and benefits for end users.
(iv) explore what could be achieved by considering different ways of working within spaces.
Groups will be asked to prioritise their example list and share it and their reasoning with the wider audience. Examples of how this process was undertaken at University of Kent will then be discussed to illustrate the process and thinking that went into designing a new facility to house an academic school. B. Negotiation and Realisation: This part of the session will focus on the process of change management. Groups will be asked to consider how they would plan to implement their changes. Anticipating issues and possible blocks to progress and how these might be overcome. We will think about the impact of these reductions and compromises on the original design. This will touch on managing expectations of stakeholders and end users and taking staff through a process of change. Again this part of the session will be finished with reference to the case study at Kent and discussion of some of the issues encountered at Kent. In particular we will highlight how the design and initial concept changed when reality started to bite (budgetary constraints, attitudes to work and the necessary compromises involved) and how these challenges can be overcome to enhance the final product.
In April 2015 the University of Salford successfully implemented askUS, a new student-facing ‘one stop shop,’ taking just 14 weeks from project launch to service inception. Bringing together teams from three disparate locations with very different ways of working, the askUS project co-located a range of services including Finance, Visas & Immigration, Registration, Counselling & Wellbeing, Careers & Employability…and many more! The success of the askUS project was co-creating with students, and working with operational colleagues to design how the service should work, what it should look like and how it should feel. This session will explore our experiences of getting things done in just 14 weeks, including how we adapted existing building layouts and student systems, and how we changed our ways of working and dealt with any challenges.
Current agendas that seek to promote “widening participation” and the development of skilled as well as knowledgeable graduates mean that universities need to take a step back to re-examine and challenge traditional curriculum design and delivery models. This paper explores the current landscape and requirements such as modularisation, credits, learning outcomes and levels and how those support and/or constrain curriculum design and delivery that engages and develops students who come from backgrounds that are mixed in terms of previous educational experience, socio-economic class and cultural heritage. The central theme is to challenge perceptions that certain approaches to curriculum design and delivery are not possible because of these requirements.
How do you transform a team who are struggling to keep up with the demands of providing a busy and demanding service? How do you address problems like high sickness rates and low morale? This session will describe the transformation of a team who found themselves under so much pressure that it led to problems with attendance and motivation. Working with colleagues from inside and outside the institution who provided expertise, support and coping mechanisms, the team’s managers worked with the team themselves to turn things around, and are now functioning as a truly collaborative, happy and effective group. The session will describe the techniques and strategies that were used to deliver this change, and how the team themselves contributed not only to the transformation, but to identifying how they had achieved it, and what they were doing differently in order to be successful and enjoy their jobs.
This session is about you. And about your career. Where you want it to go. And how you can make it happen, whether you have children, are thinking about having children or have caring responsibilities. I also hope it will hold value and interest for those simply interested in exploring their own career development. The session is focused on transformation of self, using key events in the career journey of one individual to support others in exploring their own career development. 18 months after graduating and being appointed to my first role at Oxford Brookes University, I made the transition from young free and single 20 something, to single working parent, navigating the complexities of balancing brand new, and unexpected, parenthood with a fledgling career. Since then, I have been afforded, and fully exploited, a number of opportunities for career enhancement, and I have been given the space to do this alongside being a parent. This environment has enabled to me to take a burgeoning career and a child and be fully committed to both of them. 9 1/2 years and six roles later, it has become increasingly important to me to support colleagues in their career development, and in balancing their varied commitments in order to lead a full and satisfying working life. Using key experiences throughout my career for context, this session will explore the ways in which you view yourself; the way in which others view you; opportunities for (and barriers to) development; the sphere of control you exercise over your own future; and your allies and support network. The session will also explore the skills you use daily in your roles outside of the office to enhance your own professional practice, and how we, as individuals, can help set the tone for future managers, creating future generations of manager who support their colleagues in their development, regardless of their parental or caring status. The session will use small discussion groups to explore certain topics, individual and personal reflections which may or may not be shared, and personal pledges to ourselves about the next steps we want to take. It is intended to be a supportive, group session, where Chatham House Rules and commitment to confidentiality will be key to its success.
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This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
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