This document discusses using the AUA CPD Framework to support professional transformation and change management. The session objectives are to practice applying the framework, consider how change impacts people, and reflect on how the framework could support future change initiatives. The framework uses professional behaviors to provide a comprehensive picture of effective performance expectations. It has benefits like a longer shelf life than skills and a focus on "how" work is done. The document provides examples of how individuals, teams, and organizations can use the framework for things like identifying strengths and areas for development, refocusing team purpose, and aligning learning and development activities.

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Embracing change:
using the AUA CPD Framework
to effect professional transformation
Managing Change Open Forum
London
4 July 2014
Jan Shine
Paullus Consultancy
AUA CPD Consultant

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Objectives of the session
Participants will have the opportunity to:
• practice applying the CPD framework to your own
situation
• consider the impact of change on yourself, your team,
and on your organisation
• reflect on how you could use the framework to support
change management in the future

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Using the
professional
behaviours
in the
context of
change
Source: CIPD Survey of practice, August 2011

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Why use a behavioural approach?
PERSON
SPECIFICATION
How the job needs
to be done and the
behaviours that underpin
effective performance
The tasks that
need to be done
and overall
purpose of role
Role-specific skills
and knowledge
required
to do the job
COMPREHENSIVE PICTURE OF THE EXPECTATIONS OF
EFFECTIVE PERFORMANCE IN THE ROLE
CPD
FRAMEWORK
JOB
DESCRIPTION

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Benefits of a ‘behaviours’ framework
• Longer shelf-life than skills and knowledge
• Align with professional values
• The ‘how’ is really important for customer
service
• Within individuals’ personal control
promoting excellence in HE management

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The starting point …..
Organisational
Mission/Strategy
Professional
Behaviours
Existing
skills,
knowledge,
attitudes
This applies at all levels,
ie whether using the
framework to effect
professional
transformation for:
 yourself
 your team / department
 your organisation

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What good practice shows us
Individuals
• identifies strengths and areas for development
• focuses choice of learning and development activities on CPD needs
and organisational priorities
• creates stronger professional identity
Teams
• provides vision and clarity about the future needs of the organisation
• refocuses team purpose and clarifies priorities
• identifies transferrable skills, knowledge and experience
• supports colleagues through periods of change
Organisations
• supports managers in implementing change
• breaks down silos and encourages movement of staff within the
organisation
• provides organisational definition of excellence in professional services

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How
confident
do I feel
now?
How
confident
would I like
to be?
Where does
the University
need/want me
to be?
Self-assessment
wheel activity
Centre = 0
Outer edge = 10

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Self-assessment exercise
Consider the behaviours listed in the
Embracing Change area of the framework
• pick out one strength and note examples
that demonstrate the listed behaviours
• if time permits, move on to identify a
development need

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Wider
organisation/
HE sector
Open to new
ideas
Processes
Adaptability Ways of
working
Reflective
practice
Behaviour
change
In my team/
department
Technologies
In more detail …..

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0
1
2
3
4
5
6
7
8
9
10
Managing self and personal skills
delilvering excellent service
finding innovative solutions
embracing change
using resourcesproviding direction
developing self and others
working with people
achieving results
Now
Future
Organisational need
Example of a team activity to refocus
purpose and clarify priorities
Discuss the individual and average self-
assessment scores across the team and
share issues/learning points that arise
Consider and discuss what this reveals
about the team’s strengths, aspirations
and areas for development and how these
fit with institutional mission and strategy
Set objectives for maximising strengths
and meeting development needs and
agree new ways of working aligned to
organisational needs

12. Organisational
development
• Restructuring
• Mapping existing
skills, knowledge,
behaviours to future
strategy
Learning &
Development
• Mapping existing
provision
• Aligning provision
• Developing
institutional CPD
strategy
Recruitment &
Selection
• Job descriptions and
person specifications
• Applicant information
• Selection processes
Succession
planning
• ‘Growing your own’
• Talent management
• Attracting and
retaining
Professional
recognition
• Professional identity
for PSS
• Equity of CPD
opportunities
• AUA institutional
endorsement
Using the
framework at
institutional
level

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Group discussion
In small groups:
Share ideas for / experience of using the AUA’s
Professional Behaviours within the context of managing
change in your own organisation
note any useful ideas that emerge from
your discussion

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Resources and further support
The Good Practice Guide
The CPD Framework site:
http://cpdframework.aua.ac.uk
The AUA National Office
 aua@aua.ac.uk

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Thank you
for your contribution
to this session
www.paullusconsultancy.com