The 5 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
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
“The University is a community of scholars engaged in the task of seeking truth”. Karl Jaspers, 1923
“I find the three major administrative problems on campus are sex for the students, athletics for the alumni and car parking for the faculty”.
Clark Kerr President,
University of California, 1958
“The University is a community of scholars engaged in the task of seeking truth”. Karl Jaspers, 1923
“I find the three major administrative problems on campus are sex for the students, athletics for the alumni and car parking for the faculty”.
Clark Kerr President,
University of California, 1958
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2) What we're doing and how we're doing it
3) Challenges and opportunities: now and in the future
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The 5 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. It’s the Keele difference.
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
Emma Holdham, Staff Development Advisor
2. What about Keele?
• Largest campus based University in Europe
(probably)
• Founded by experiment conducted in 1949
• Approximately 2000 staff, 900 of which are
professional services staff based across 3 Faculties,
within which there are 14 schools and 6 Directorates
3. Why?
• Personal area of interest
• Aligned to key questions within the institution
• Increasingly competitive HE environment
5. What did I ask?
• Role title and classification
• Current roles and previous roles
• Main factors for leaving previous roles
• Additional project work
• Focus of development e.g. present or future needs development
• Identification of development
• Flexibility in organisational policies regarding the support and
approval of personal and professional development
• The role of the line manager in your development and career
progression
• Professional membership
• Performance Appraisal
6. What did I learn?
• Professional Services staff? Non-academic? Support
staff?
• Learning and Development
- Mentoring and Coaching
- Leadership and Management Development
• Human Resource Policies and Guidelines
- Performance Appraisal
- Secondment Opportunities
• Additional Project Involvement
7. What would you do?
Activity:
On your tables consider and discuss the opportunities
you might put in place within your institution if faced
with similar findings?
Note: Be ready to share with the whole group in 10 minutes
8. What did I do / recommend?
• Professional Services staff? Non-academic? Support
staff?
• Learning and Development
- Mentoring and Coaching
- Leadership and Management Development
• Human Resource Policies and Guidelines
- Performance Appraisal
- Secondment Opportunities
• Additional Project Involvement
9. Thank you and questions
Emma Holdham
e.holdham@keele.ac.uk