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HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY. On Behalf of Rob Allan Director of Human Resources August 2014. Staff Statistics. 3200 staff (approx) Approx 50:50 split by gender 12% BME 78 nationalities (approx) 1.6% ( declared ) disabled 36% part time. What is HR/HRM?.

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HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY

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Human resources at loughborough university

HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY

On Behalf of Rob Allan

Director of Human Resources

August 2014


Staff statistics

Staff Statistics

3200 staff (approx)

Approx 50:50 split by gender

12% BME

78 nationalities (approx)

1.6% (declared) disabled

36% part time


What is hr hrm

What is HR/HRM?

Replaced “Personnel” in 1980s

Personnel viewed as being more administrative and reactive (transactional)

HR viewed as being more strategic and proactive (transformational)

Public sector a little behind private sector?

Helping the organisation get the most from its staff. Helping managers manage.

HRM is every manager’s job


Context for hrm at l boro

Context for HRM at L’boro

  • LU’s Strategy “Building Excellence” places great emphasis on HR. One of the themes within the strategy is Investing in Staff.

  • Past HEFCE feedback (2007) on self-assessment of people management at LU – “There was an absence of a clear commitment to on-going continuous improvement in people management.”


Building excellence hr

Building Excellence(HR)

  • Academic Roles

  • Performance Management

  • Reward and Performance

  • Other HR initiatives


Academic roles

Academic Roles

  • A structure to meet the needs of the strategy

  • Focus/specialisms in research, teaching and enterprise

  • Support roles

  • Fellowships to support excellence


Performance

Performance

Focus initially on academic staff

Acceptance that ‘one size doesn’t fit all’

Link to reward and other university processes


Reward and academic promotion

Reward and Academic Promotion

The future of automatic increments

Creation of a more flexible reward package

Publicise our reward and benefits package

Review of academic promotion procedures and criteria to ensure aligment with strategy


Other hr initiatives

Other HR Initiatives

HR data (e.g. in PDR)

Recruitment

Staff development

Leadership development


Next steps

Next Steps

3 year plan to be drawn up by 2015

Consultation with staff and unions


Management at loughborough

Management at Loughborough

No book of Loughborough Management

Loughborough style?

Continuous Improvement

Role Models - Lead by example

Common sense

Accepting /Taking Responsibility

Not working in isolation

Corporate purpose


Common organisational challenges

Common Organisational Challenges

Building organisational capability

Attracting & retaining talent

Building Performance

Building Commitment

Building HR Effectiveness (not just HR Dept)


Challenges for heis

Challenges for HEIs

Major funding challenges/uncertainty about the future

Doing more with less

Managing major change (restructures, redundancies)

Cost of absenteeism (Sickness costs approx £700 per person pa, so £2,240,000 to Loughborough)

Focus motivation and performance

Employer profile and reputation

Increased competition


Challenges ahead

Challenges Ahead


Hrm challenges ahead

HRM Challenges Ahead

In challenging economic times, it is more important than ever to ensure that staff remain motivated, engaged, healthy and able to perform

HRM - far too important to be left to the HR Department!


Management challenges

Management Challenges

Performance management (incl attendance; discipline; grievance; nb. bullying/harassment)

Reward (incl JE)

Managing change (supporting staff)

Communication

Staff involvement/consultation

Workload/Bureaucracy

Staff Development (including career dev)

Develop our strengths as well as weaknesses


Getting the balance right

Getting the balance right


Absence management

Absence Management

Back to Work meetings

Improve data recording and review

Be aware (of all your staff)

Take action

Avoid absence culture

Communication

Leadership

Deal with poor performers


Grievance interviews

Grievance Interviews

“We talk about it for 20 minutes and then we decide I was right."


Recruitment

Recruitment

  • Quality control

  • Efficiencies

  • Centralise

  • Move to E Recruitment

  • Temporary staff – best value?

  • Fixed term contracts

  • Social media


Staff development

Staff Development

  • Management & Leadership

    - Action Learning sets - Mentoring & Coaching

    - Secondments - People Management skills

  • Succession Planning/ Talent Pool

  • Career Development

  • PDR

  • Organisational Development

  • Equalities & Diversity

  • Induction


Employee relations

Employee Relations

  • Good relationships with Trade Unions (UCU; Unison; Unite)

  • Communication

  • Consultation & Negotiation (J.N.C.C.)

  • Policies & Procedures (nb Simplicity)

    (n.b. performance; conduct; sickness;)


Redeployment redundancy

Redeployment & Redundancy

Organisation as employer

Internal adverts

FTCs

Tensions re Redeployment

Security of Employment (6 months)

Protection

Failure to consult

Avoidance of our own procedures


Staff support

Staff Support

  • Occupational Health

  • Staff Counselling

  • Confide (Bullying & Harassment)

  • Career Guidance

  • ‘Buddying’ & Mentoring

  • Staff Support Groups

  • SUPPORTING MANAGERS TOO


Equality diversity

Equality & Diversity

  • consult & support staff across all diversity issues.

  • implement Single Equality Scheme

  • refresh the E & D training incl induction

  • ensure diversity issues are ‘main-streamed’

  • Ensure organisations meets its statutory duties (Equality Act 2010)

  • Treat individuals fairly & with respect


How are we doing

How are we doing?

  • Quarterly reports to HR Committee (HR scorecard/ KPIs)

  • Staff Surveys

  • Benchmarking

  • Accreditation

  • Publicise internally

  • What should be included?


Staff survey 2012

Staff Survey 2012

64% response rate

92% (95%) felt it a good place to work

92% generally enjoy their work

80% understand core values

76% communication is effective

87% would recommend to a friend


Areas for attention

Areas for Attention

  • Communication

  • Managing change (supporting staff)

  • Staff involvement

  • Workload/Bureaucracy

  • Efficiency

  • Training & Development (including career dev)

  • Performance management

  • Develop our strengths as well as weaknesses


Human resources at loughborough university

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Questions


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