How OD can help focus your leadership team
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At our April event, Charlotte Croffie of UCL delivered a session on how OD can help focus your leadership team and build capacity for future challenges.
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How OD can help focus your leadership team
- 1. Case Study: How OD can help focus your leadership team and build capacity for future challenges Charlotte Croffie Director of HR Organisational Development
- 2. A University on a Global Scale 4 Schools 10 Faculties 1 109 Professors 12 403 staff 4 875 non-UK staff 38 164 students from 149 countries 232 buildings / sites £1,26B turnover expected 2015-2016 Ranked 7th in the QS World University Rankings 2015-2016 REF 2020: top university for research power overall and in outputs, environment and impact
- 4. Setting the context and the scene
- 6. How would you answer these questions? » Where we are now? » Where we need to be? » Who we need to be? » What systems and processes will support this? » How do we make it happen?
- 7. How we are approaching this at UCL
- 8. How we are approaching this at UCL
- 9. How we are approaching this at UCL
- 10. How we are approaching this at UCL
- 12. » Build the capacity of the organisation, » Build the capacity and resilience of staff, students and researchers to do things differently, » Partner with others to be open to new ways of working including the exploration of cross disciplinary research and high impact partnerships and collaborations, exploring new pedagogy, income generation opportunities, etc. » Reviewing processes, systems, better use of metrics » Finally to achieve the competitive advantage and aspirations set out in UCL 2034, we need to invoke the enablers and measure the impact of OD interventions will require investment for demonstrable returns. How HR and Organisational Development (OD) support the key agendas
- 13. UCL: Values Commitment to excellence & advancement on merit Diversity Collegiality & community- building Inclusiveness Openness Ethically acceptable standards of conduct Fostering innovation & creativity Developing Leadership Environmental sustainability Fairness and equality
- 14. Leading by Example Effective Communication Working Collaboratively Delivering Successful Outcomes Continuous Personal and Team Development Managing Resources, Performance and Risk Championing Effective Change Analysis and Problem Solving Organisational Citizenship
- 16. Engaging the Multigenerational Workforce Slide courtesy of Talita Ferreira CFO BMW UK
- 19. The programmes seek to: • Focus on developing strong leadership and management teams who can work effectively and successfully individually and/or in partnership across local and corporate boundaries; • Strong links between people, ED&I, OHW and systems/processes • Build resilience to operate in a traditional yet evolving culture.
- 20. Translating the learning through the Leadership Challenges: • Raise profile/enhance reputation. • Enable people to work across organisational boundaries. • Improve networks – operational, personal and strategic. • Help transfer and implement learning from the Programme. The project could also help to highlight: • The pressure points and/or blockages in the systems which hamper successful identification, scoping, resourcing and implementation of critical agendas.
- 21. Guiding principles The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly. —Jim Rohn
- 22. Guiding principles What, after all is the purpose of a woman’s life? The purpose of a woman’s life is just the same as a man’s life: that she may make the best possible contribution to the generation in which she is living ~ Louise McKinney
- 23. Thank you
Editor's Notes
- There are many issues facing higher education at the moment including the changing status from a government funded sector to one resembling the private sector where there is a need for greater income generation to provide services synonymous with academia. Activity – what is influencing how you operate in your sector?
- We are working in Complexity . Requires a different type of leadership
- A burning platform represents stark conditions that are sometimes required to make radical changes and if used effectively can be an excellent stimulus for transformational change A "perfect storm" is an expression that describes an event where a rare combination of circumstances will aggravate a situation drastically For us it was the catalyst to ask Where we are now? Where we need to be? Who we need to be? What systems and processes will support this? How do we make it happen What are the signs OD can help to identify in your organisation? How would you answer these questions?
- At UCL we are constantly revisiting our obligation as a world leading academic institution and we take this very seriously. Part of ensuring we remain cutting edge yet fit for purpose now and future proofed is the cycle of auditing, review, reflection on research, education, teaching, learning, capacity building and our impact on wider issues such as our Grand Challenges. Who What When Where Why How UCL2034 is the latest illustration of this. This is how UCL 2034 was born….
- A way of bringing it all together and providing strategic, operational and practical support to move from thought to action to results to evaluation.
- All of the above have significant implications for the organisational development agenda and design will be instrumental to build the capacity of the organisation to respond to these issues through appropriate challenge, courageous conversation and deliberate action in order to build the capacity and resilience of staff students and researchers to respond proactively to the changing landscape using appropriate measures to monitor performance and build confidence in the approach. HR/OD needs to partner with clients to be open to new ways of working including exploration of cross disciplinary research in high impact partnerships and collaborations, changing pedagogy, income generation opportunities, and the like. This means we need to recruit academics who are also capable of social and public engagement. We need to encourage the skills and competencies of team work recognising the partnership between academics, non academics, the students, industry and in some cases Government. As such good organisation development interventions (strategy, change, leadership and management training, generic capacity building, etc will be essential to achieve the competitive advantage and aspirations as set out in the Strategic Plan. These interventions will require investment and equally need to demonstrate healthy returns on the investments made.
- We have universal values across UCL. Many people join the organisation because they want to work for a values-based institution: What about you? How could you work as an individual/locally, to develop these? We are in a changing environment. Values will help guide us through this. Could you talk a little about what some of these mean for you/for others, in terms of day-to-day working practices? Also, what UCL is doing to embed some of these in practice, e.g.: Developing better leadership programmes. Championing diversity through Swan Athena, Race Equality, and other initiatives. Encouraging communities ‘beyond silos’, e.g. through the DA Forum and other fora. Could mention the values work that has been underway (even if within PS); shows our institutional commitment to taking values seriously. If time, what about asking the audience for some views on this?
- The Core Behaviours have been crafted to help create the working conditions that allow our values to flourish and to facilitate the range of staff and student activities that are part of our university. It is also a development tool that aims to make it easier for you to do your job by focusing on and developing those behaviours that support effective working practices such as how you interact with others through your teaching, research or continued studies. You can use these when planning your formal development, e.g. such as a Personal Development Plan, or informally when thinking about your career development, An overview doc and documents for line managers and staff are available on the HR Webpage.
- Bringing this all together is ODD. How do you approach this in you approach this in your organisations?
- LIA, Springboard, Navigator, Bespoke menu of blended courses to support CPD
- This leadership challenge project is an integral part of the programme as it enables participants to work on a number of areas and is a return on the institution’s investment. It can be a small or discrete project that makes a (big) difference to the addressing some of the reasons why you (we) may be here
- Or put another way