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Challenges for HR in an Uncertain Future

Challenges for HR in an Uncertain Future. AUA Conference – 11 June 2014 Peter Brook Director of Human Resources University of Portsmouth. You never know what's coming next. The Future is …. Unpredictable Un. Uncertain. Changeable. Political & Economic Context.

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Challenges for HR in an Uncertain Future

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  1. Challenges for HR in an Uncertain Future AUA Conference – 11 June 2014 Peter Brook Director of Human Resources University of Portsmouth

  2. You never know what's coming next ....

  3. The Future is ….. • Unpredictable • Un • Uncertain • Changeable

  4. Political & Economic Context • HEFCE funding replaced by fee income • Tuition fees cap likely to remain at £9,000 • Student number controls lifted for ABB+ • Cap on student numbers coming off • Competition from private providers • Diamond review – efficiency & effectiveness • HEFCE grant letter 2014 • Political uncertainty

  5. Strategy, Planning and People • Shaping our Future • Strategic & Financial Planning round linking future investment to strategic priorities • New senior appointments: • Vice-Chancellor • Chief Operating Officer • Director of Estates and Campus Services • Pro Vice-Chancellors • Education & Student Experience • Research & Innovation

  6. Workforce profile • £106.7m paybill - 57.7% of University income in 2012/13 • 1168 academic and research staff • 1442 support staff (45.7% of paybill) • Low staff turnover (3.4%) compared with HE average (6.7%)

  7. Pay Restraint • 2009 pay award 0.5% • 2010 - 0.4% • 2011 - £150 • 2012 - 1.0% • 2013 - 1.0% • 2014 - 2.0% earlypay settlement • Commitment to the Living Wage from August 2014 at Portsmouth

  8. Pension changes Teachers Pension Scheme • 1150 staff in TPS • Contribution rates: 6.4% - 12.4% for members & 14.1% for employer, rising to 16.4% September 2015 Local Government Pension Scheme • 1400 staff in LGPS • Contribution rates: 5.5% -12.5%, for employees from April 2014, linked to salary bands & 19.1% for employer

  9. The University is a good place to work

  10. I feel proud to work for the University

  11. Employee Engagement • Increased commitment delivers increased discretionary effort – satisfied staff = happy students • High employee engagement can increase productivity by 16% and reduce absenteeism by 37 % • Develop and grow our staff and align with new strategic challenges • New forms of reward & recognition to recognise contribution

  12. Strengthening the employee voice and how to really hear it • Staff survey • Wellbeing initiatives • Staff charter • Delivering excellence • Leadership attributes

  13. Delivering the HR service Business Partners inc Casework Reward & Benefits (inc Pensions) Management & Staff Development Occupational Health Health & Safety Equality & Diversity Service Centre Contracts, Recruitment & Development Events Line Manager / Employee Intranet / iTrent Information, reports, data www.develop.uk.com

  14. Strategic People Challenges • Talent Management & Development – succession planning and career development • Performance Management – how to make the job of Line Manager manageable • Leadership development – at all levels • Rewarding & Recognising excellence • Wider availability of staff • Workload planning & efficiency

  15. Managing performance to improve the student experience • Understanding your contribution to Faculty / Service objectives • Feedback on performance through PDR / appraisal • Accessing development opportunities to meet needs identified through PDR / appraisal • More development opportunities available online

  16. Developing Leaders at all levels • Encouraging leadership behaviours that support high performance at all levels • Leader and Manager as coach • Supporting Positive Change programme • Delivering Excellence for front-line staff • Encouraging enabling management styles & behaviours with managers who listen – and respond

  17. 1. Managing self and personal skills • "Willing and able to assess and apply own skills, abilities and experience. Being aware of own behaviour and how it impacts on others“ 2. Delivering excellent service "Providing the best quality service to external and internal clients. Building genuine and open long-term relationships in order to drive up service standards“ • Finding innovative solutions "Taking a holistic view and working enthusiastically and with creativity to analyseproblems and develop innovative and workable solutions. Identifying opportunities for innovation“ • 4. Embracing change • "Adjusting to unfamiliar situations, demands and changing roles. Seeing change as an opportunity and being receptive to new ideas“

  18. 5. Using resources "Making effective use of available resources including people, information, networks and budgets. Being aware of the financial and commercial aspects of the organisation. • Providing direction "Seeing the work that you do in the context of the bigger picture and taking a long-term view. Communicating vision clearly and enthusiastically to inspire /motivate others“ • Developing self and others "Showing commitment to own development and supporting others to develop their knowledge, skills and behaviours to reach their full potential for the wider benefit of the University“ 8. Working with people "Working co-operatively with others in order to achieve objectives. Demonstrating a commitment to diversity and applying a wide range of interpersonal skills“ • 9. Achieving results • "Planning and organising workloads to ensure that deadlines are met within resource constraints. • Consistently meeting objectives and success criteria"

  19. Over to you … • Delivering excellent service • Finding innovative solutions • Embracing change • Thinking of these behaviours, identify at least one example of something you have done in past six months which fits one of these headings. • Did you share it with others ?

  20. Thinking about your CPD … • How has your job changed in the last six months ? • What have you needed to learn to deal with that change ? • How have you recorded this new learning / skill ? • How often do you update your CPD record or CV ?

  21. Ways of using professional behaviours • Making best use of your PDR • Mentoring • Work shadowing • Networking • Reflecting on your practice • Engaging with your AUA Branch • Looking at relevant professional qualifications

  22. And finally … • Change is here to stay • Understand how your contribution can make a difference • Use the AUA Professional Behaviours framework to enhance your transferable skills • Recognise and build on your professional strengths • Work collaboratively with academic colleagues with shared strategic goals

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