The graduate research department has implemented several process improvements that have increased efficiencies and reduced costs. New streamlined approaches to data collection and management have saved over £40,000 annually. Process changes like dividing staff into institution-focused teams, remote work options, and incentive-based performance targets have motivated staff while eliminating duplicated efforts. Forecasts indicate the department will reach a breakeven point next year due to these successful changes.

1. Graduate Research“ProcessImprovementsandTeamefficiencies”
The Currentcollectionisinprogressaroundthe collectionof DLHEdata for the firsttranche of the
2015/16 survey.The operationisrunningatitsmostefficientandeffective whilst implementinga
more streamlinedandcosteffective operationinitscollectioncentre,negotiatingwithinternal and
external customersfollowingareviewof servicesofferedandchargesattributedtothis. The current
collectionisbenefittingfrompreviousreportingandthe teamare able to workwithcomparisons
and benchmarkswhichinformandmotivate all.
For the firsttime in4 yearsthe collectionstartedwithestablishedandexperiencedresearchersthat
requirednotrainingsee sawasavingof £9k basedon2015 costs.
To improve service offeringthe collectionteamhasbeendividedintoteamsfocussedondesignated
institutionsandnowtheyare responsibleforthe datareview functionwhichaddsvarietyaswell as
focusand commitmenttothe team.The data review teamthatoperatedin2015 consistedof 6 full
time reviewersata cost of c. £32k. Payroll andperformance reportsmeanthatcostsare closely
monitoredbyindicatorsaroundcostsof completedformsandattemptstocontact respondents.
It was decidednottore advertise forthe role of Graduate ResearchOfficerwhenthe postholderleft
inMarch but withthe newstreamlinedandco-operative approachthishasfallenwithinthe remitof
the deputywhohas previouslynotbeenfullydevelopedand utilised,thisisanannual £32k
efficiency. The Headof Graduate Researchrole hasalsobeenadaptedto coverwhatwas previously
tworolesat level 6& 7
Pricesto all clientshave beenincreasedandboughtinsome methodaroundhow thisrelatesto cost
and bespoke serviceshave beenclassifiedasanadditional service forwhichthe departmentnow
monitorsandinvoicesfor.
Operationallythe teamthatcollectdatahave beendevelopedandnew teamleaderstructure isin
place ratherthan previoussupervisorrole andall teamsare motivatedtoachieve byanew incentive
scheme whichlooksatquality,quantityandcommitment.The teamhave ownershipandare trusted
to be privyto the full picture andthe level of duplicatedprocesshasbeeneradicated. The
departmentisnowmonitoredcloselybyreportsaroundperformanceandqualityandhave set
targetsand KPI’sto workto.
The forecastfor the departmentoverall lookstoheadingtoa breakevenpointnextfinancial year,as
remote workingandprojectbased allocationof workisintroduced.New researchersare trained
throughinductionratherthancostlyclassroombasedapproachthat had previouslyproved
ineffective.Thisnowencouragesteamcommunicationandresponsibility.The teamhave the goal of
submissionof dataasa mainprioritywhilstbringingtogetherprevioussiloteamstoworkside by
side addingtoefficiencybyavoidingduplication.Anincomingcall processhasbeenestablishedtoo,
meaningthatrespondentscannowreturncallsto complete surveys. Itwasnotedthat respondents
rarelycheckvoicemailsandlendverylittle toraisingthe profile of the surveyandsocall costs have
beenreducedby10-15% by onlyleavingone atthe start of the collection.