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.

1. Greater than the sumof the parts:
using the CPD framework
for transformational
team development
#AUA2017
11 April2017, Manchester
JohnRyan, MBE, FAUA
JanShine, FAUA

2. Objectives for today
You will have the opportunity to:
• learn more about the AUA’s professional behaviours
framework
• gain greater insight into how the framework can be used
with teams
• consider practical team exercises based on the framework
• explore and reflect on how your own team could benefit
from the framework

3. Pairs discussion
Discuss your current approaches to:
 identifying strengths and development needs in your team
 meeting team development needs
 maximising team members’ strengths

4. consultation
with HEIs
78 represented
workshops and
focus groups
96 members of
professional services
staff
existing
frameworks
National
Occupational
Standards
AUA Code of
Professional
Standards
consultation
with HE
professional
bodies
7 represented 2009
Developing the professional behaviours

5. Dates Activity
2010-2011 22 pilot projects
2011-2012 27 pilot projects
Autumn 2013  Evaluation of LGM implementation project
 Final report to HEFCE and publication of findings
 Publication of Good Practice Guide
 Dissemination and celebration of learning
2013-2015 Embedding work
2015-2016  Refreshment of framework
 Publication of 2nd edition Good Practice Guide
March 2016 Launch of Mark of Excellence
October 2016 Award of first institutional Mark of Excellence
2016-2017 Development and piloting of workshops to support
all areas of the framework
Ongoing  Supporting new adopters
 CPD community of practice
Overview of implementation

6. Refreshing the professional behaviours
consultation
with existing
users
updated
National Occupational
Standards
statement of
AUA values
2016
feedback from
users and CPD
consultants

7. Features of the professional behaviours
 The basis for a common national approach which builds
on existing good practice
 Behaviour patterns that exemplify the AUA’s professional
values
 Universal across all professional services roles
 Strengths as important as areas for development
 Flexible – HEIs may develop further

8. Skills
Knowledge
Familiarity gained by experience;
person’s range/breadth of information
Aptitudes and competencies
appropriate for a particular role
Attitudes; approach; settled mode of
thinking
Knowledge
Behaviours
Components of effective performance

9. How the framework fits with other
information about a role
PERSON
SPECIFICATION
How the job needs
to be done and the
behaviours that underpin
effective performance
= adding value
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

10. Reflectionson learning to date
 Unique way for colleagues to look at their development
 Increased sense of professional identity and worth
 Highly adaptable framework
 Complements and can be integrated with
otherframeworks
 Common language fosters cross-boundary and partnership working

11. • Self assessment
• Identify CPD needs
• Career planning
• Applying for roles
• Feedback
• Accreditation
Self
Team/
dept.
Institution
Some ways that the professional behaviours can be used
• Team/dept. strengths & CPD needs
• Recruitment and selection
• Induction
• Appraisal
• Supporting change
• Improving service
• Mapping/designing learning
and development provision
• Organisational development
• Succession planning
• Institutional endorsement

12. Team/dept.
development
planning
•Identifying strengths and
areas for development
•Taking a structured,
consistent approach to CPD
•Enhancing team’s/
department’s professional
identity
•Improving performance and
service provided
Discussion
with
colleagues
•Increasing own and others’
self-awareness
•Providing structure to on-
going review of performance
•Improving communication
and workplace relationships
Managing
change
•Providing vision and clarity
about the future needs of
the organisation
•Refocusing the team’s/
department’s activities
•Identifying transferrable
skills, knowledge and
experience
•Supporting colleagues
through periods of change
Appraisal
•Capturing achievements and
strengths
•Identifying priority
development areas
•Providing more structure for
appraisal discussions
•Providing focused and
specific feedback on
performance
Recruitment
selection &
induction
•Focusing on the behavioural
requirements of a job
•Using common language in
the sector
•Providing comprehensive
picture of role requirements
•Clarifying the organisation’s
expectations of PSS
Using the
framework at
team or
departmental
level
Transformation
= adding value
Continuous improvement
Effective and productive
relationships
Higher level of resilience
and responsiveness
Increased motivationInvesting in the right people

13. Opportunities to
identify strengths and
development needs
Interview
Induction
Appraisal
Objective
setting
Change of
duties/role Career
counselling
Probation
Departmental
planning
Implementing
change
Ongoing 1:1
discussion

14. How confident now
How confident like to be
Organisation’s needs
The ‘wheel’
self-assessment
activity

15. 0
1
2
3
4
5
6
7
8
9
10
managing self and personal
skills
delilvering excellent service
finding solutions
embracing change
using resources effectively
engaging with the wider
context
developing self and others
working together
achieving results
Now
Future
Organisational need
Excel tool to create whole team profile

16.  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
 Discuss the surprises, anomalies
and set objectives for maximising
strengths and meeting
development needs
Example of
an activity
using a
team profile

17. What do we
do well as a
team?
Which
behaviours
are most
important for
our work?
Where
are we
now?
What could
we improve?
Do our team
strengths
align with the
organisation’s
strategy?
Where are the
gaps? =
development
priorities

18. 9 4
7
Ranking the behaviours within a team
1 1
63
47

19. Provide annual
programme of staff
learning and
development
Mapping a team’s
function
Provide timely
and impactful
interventions
Support College
change
initiatives
Learn from and
integrate good
practice from
other sector
bodies
Support College
change
initiatives
Collaborate with
other staff
development
providers
Design bespoke
learning and
development
activities

20. Deliver bespoke
activitiy
Identify
opportunities to
incorporate e-
learning
Manage open
programme
budget
Liaise with, brief
and monitor
performance of
external trainers
Mapping a role to identify
development opportunities

21. Using the professional behaviours within appraisal
Reviewees
 identifying behaviours relevant
to their role
 assessing which are of highest
importance in their role
 identifying development needs
to develop those behaviours
and improve performance
 identifying ways to build upon
and maximise existing
strengths
 increased motivation
 facilitates structured feedback
from others
 more meaningful APR
discussions
 Reviewers
 clarifying what’s required to
meet the team/department/
organisational objectives
 recognising achievements that
may otherwise be overlooked
 identifying individual strengths
and development needs
 identifying team strengths and
development needs
 providing structured feedback to
colleagues
 identifying where best to
concentrate staff development
resources

22. Issues to consider
Organisational
strategy
Department
priorities
Team members’
existing strengths,
skills, knowledge,
attitudes
AUA
professional
behaviours
 Team’s function and the issue(s) you
are trying to address
 Success criteria
 Fit for purpose or tailored
 Potential barriers to success
 Gaining buy-in from team
members/management
 Senior sponsorship
 Resources for implementation,
embedding, and evaluation
 Vision
 Benefits to individuals/service
 Transparency
 Managing expectations

23. Examples of using/adapting the framework at
team/department level
Institutional
priorities
 Clear direction and inspiration
from leaders
 Better teamwork and inter-
departmental communication
 Excellent customer service with
a 'can-do' attitude
 Fairness, equality, respect and
well-being for all
 Innovation, cost saving and
income generation –
everybody's responsibility
Managing
self and
personal
skills
Delivering
excellent
service
Finding
innovative
solutions
Working
flexibly
Using
resources
effectively
Working
with Vision
Developing
self and
others
Working
with people
Achieving
results

26. Life planning
All digital literacies
ICT literacy
Media literacy
Digital scholarship
Communication
& collaboration
ICT literacy
Digital
scholarship
Life planning
ICT literacy
Media literacy
Information literacy
Communication &
collaboration
Life planning
Learning
skills
Communication
& collaboration
Information
literacy
Arranging Open Days
Student application processes
Managing assessment processes
Producing and updating materials
and publications
Meeting service standards
DPA / FoI requests
Servicing committees, groups and boards
Participating in departmental and
wider committees and groups
Engaging with CPD (3 days minimum
per annum)
Responding
to queries from
prospective students
Providing advice and guidance
to students
Dealing with student complaints
and issues
Monitoring equal opportunities
data and practice
Monitoring
effectiveness
and
efficiency
Developing new systems
Supporting activities to
generate new revenue
Embedding and extending
innovations
Briefing colleagues
about new UCL policies/
procedures
Developing and implementing
changes to systems,
processes and procedures
Implementing changes to
UCL policies and
procedures
Maintaining student/staff records
Producing statistical reports
Using UCL systems eg PORTICO,VLE
Maintenance of resource libraries
Budget management
Maintenance of departmental intranet/
internet
Timetabling
Developing and implementing
new strategies, processes and
procedures
Advice and support to
colleagues using systems
and tools
Co-ordinating student
induction programmes
Line management of team
Contributing to
knowledge base/
TA Handbook
Working as part of wider
admin team
Liaison with internal and
external examiners
Liaison with other units
Liaison with employers
Organising
conferences and
events
What do I need to
know?
What do I need to
know?
The actual learning
The
actual
learning
The actual
learning
How am I going
to approach
it?
How am I
going to
approach it?
What did I learn and how
will I apply it?
What did I learn and how
will I apply it?
Identify relevant prior
learning
Self assessment against
professional behaviours
Identify development
methods
Produce PDP
Assess context of role within department,
UCL, HE
Prioritise professional behaviours
Commit and plan time to undertake
accreditation programme
Reflection on own approach to digital literacy
Analysis of need for change
Reflection on own reaction to change
Review of PDP and experience of accreditation
programme
Identify new/enhanced skills, knowledge,
behaviours
Reflection on impact of learning on own
professional practice and on TA knowledge
base
Identify impact of new/enhanced skills, knowledge,
behaviours on own efficiency and effectiveness
and team/department performance
Maximise broad range of formal and
informal development resources
Actively seek feedback from
mentor, colleagues and
internal and external
customers
Engage in development
activities with others
Provide feedback and
peer support to
other programme
participants
Identify on-the-job
development
opportunities
Engage with unfamiliar
development methods
Create development
opportunities
UCL
Teaching
Administrator
PDP
qualification

28. Resources and further support
The Good Practice Guide
- third edition hot off the press!
The CPD Framework site:
https://aua.ac.uk/develop/cpd-framework/
The AUA National Office
 aua@aua.ac.uk

29. Thank you for contributing to today’s
session
Enjoy Day 2!
#AUA2017