Human Resources Strategy - Falmouth University › ... › hr_strategy_2012-17.pdfStrategy . 2012-2017 . Falmouth University . 2 “The only vital value an enterprise has is the experience,

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Human Resources Strategy 2012-2017

Falmouth University

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“The only vital value an

enterprise has is the experience, skills, innovativeness and

insights of its people.”

Leif Edvinsson, Professor of Intellectual Capital, at

Lund University, Sweden Inspirator and CEO of Universal Networking

Intellectual Capital

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Contents

5 Introduction

7 Our aim

11 Our objectives

22 Monitoring our progress

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Introduction Our mission is: To be a world-class arts university that gives creative minds, inspiring futures. To deliver this mission and our Strategic Plan 2012-2017, we need to unlock the full potential of our greatest resource; our people, and to ensure that their creativity, energy, enthusiasm, commitment and effort are fully focussed on delivering our three goals and five objectives: Goals Objectives

• University Title by 2014 • Research Degree Awarding

powers by 2016 • International top 5 specialist arts

university by 2017

• To expand and diversify what we do • To be celebrated for our Research and

Innovation • To produce graduates who get great

jobs • To help grow Cornwall • To be Internationally significant

The Strategic Plan will be delivered through our supporting and delivery strategies, all of which have been developed to around key themes that are vital to our success. The supporting aims and objectives set out in these strategies all have implications for our people. Supporting Strategies Delivery Strategies

Learning and Teaching Research and Innovation Internationalisation Regional Development

Finance Estates Information Technology Market and External Affairs Business Plans Human Resources

These together set out a series of ambitious targets that will require all our people to challenge themselves, to adapt to new ways of working, and to accept that working outside of their comfort zone will be an increasing feature of our working lives. We must seek continuous improvement in all we do. Only in this way will we grow and succeed. In achieving our mission we will be guided by a strong sense of our values: • Creative • Connected • Courageous This HR Strategy sets out how we will support and encourage our people to achieve this challenging agenda.

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A few words about the importance of line managers:

“Front-line managers play a pivotal role in terms of

implementing and enacting HR policies and practices. Where employees feel positive about

their relationship with their front-line managers, moreover they are likely to have higher levels of job

satisfaction, commitment and loyalty – which are in turn

associated with higher levels of performance or discretionary

behaviour”

CIPD 2012 – The role of line managers in HR

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The HR Strategy Falmouth is a concentrated community of innovative thinkers, makers and doers. Our people management strategies need to focus, develop and facilitate the considerable talents and strengths of our people so that they can be fully engaged with Falmouth’s mission. Our people are key to the delivery of our mission and to sustaining our future success. Staffing costs currently represent 52% of our income demonstrating that our people truly are our greatest resource. However, this financial measure fails to recognise the criticality of the commitment, creativity, and professionalism that all our people contribute to Falmouth’s endeavours and to ensuring that students are at the centre of all we do. Our people need to be involved, focussed and supported through a people management framework that facilitates and enables excellence in all that we do. Excellent people management practice is the responsibility of everyone. We recognise that those who directly manage others have a particularly critical role to play, since they are the day to day interface with our people, and are therefore in the best position to positively influence the experience of working at Falmouth, to act as conduits for two-way communication and collaboration, and to rally effort behind our strategic objectives. The delivery of this HR Strategy is the responsibility of all our people; it is not a list of activities to be delivered solely by the HR team.

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This HR strategy sets out six main people oriented objectives which are aimed at supporting Falmouth to achieve its strategic aims by:

• Sustaining a viable staff resource

• Ensuring that staff own their roles, and are motivated to succeed

• Developing a highly skilled, high performing workforce

• Recognising and rewarding high performing staff

• Giving staff clear and accessible HR support, guidance and data

• Valuing and celebrating difference and diversity These objectives are led by the HR team, but are delivered by everyone who has responsibility for leading and managing others. The actions and activities described under each of these objectives have been brought together through discussion with those who lead the supporting and delivery strategies and through consultation with Falmouth’s recognised Trades Unions. They are underpinned by a detailed action plan which states exactly what is to be achieved, by whom and by when in order to deliver these objectives. Our progress against this strategy will be monitored through a set of Key Performance Indicators that are aligned to each objective. These are recorded in a separate document and will be reviewed regularly through Falmouth’s Management Board. The HR Strategy is also informed by the feedback we received in 2011 from our staff survey. The results of this survey identified some key strengths in our people management practices:

• Satisfaction at work

• Equality and diversity

• Clarity of roles

• Immediate managers

• Working in teams

• Pay and conditions

However, we also recognise the need to improve the staff experience of working at Falmouth in several key areas: • Communication

• Staff involvement and managing change

• Workload and bureaucracy

• Culture and values

• Stress management

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There has been much activity to address these areas for improvement through the staff survey action plans, but we recognise that there is still much to do. We will continue to build on our strengths and to address the areas for improvement through the implementation of this strategy. We will support all our people to be fully engaged with Falmouth’s mission. In order to monitor our success we will deliver on our commitment to carry out repeat surveys on a regular basis. These are critical in ensuring that our activities are delivering real improvements. The new strategic plan, presents a set of values (see page 5) that were brought together through consultation with our people. It is important that we all reflect on these values and ensure that they inform not only how we go about our day to day work, but also the ways in which we engage with each other and our partners. It is particularly important that we articulate what they mean for how we behave as leaders, managers and colleagues, and how they are reflected in our people management practices and structures. Further work will be carried out with the involvement of staff to better articulate what these mean for us at Falmouth. Working together, effectively, with all of our efforts focussed on the achievement of our strategic aims, is key to Falmouth’s continued growth and success. Through this HR Strategy we aim to create an environment in which committed people are supported to succeed, flourish and grow.

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“The most obvious way in which HR influences the student

experience agenda is by recruiting the right people, developing and

retaining them. If HR is successful at this, students benefit from

learning from high calibre and engaging lecturers”

Linda Holbeche PhD (2012), Changing times in UK Universities What difference can HR make? UHR.

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Objective 1

To sustain a viable staff resource

How Work force planning to meet our future needs Through our annual business planning process we will identify future staffing implications and needs. Each business unit will have an HR plan to facilitate delivery of their business plan. Effective recruitment and selection processes We will ensure that our recruitment practices enable us to attract and retain high quality staff. We will put in place processes that are cutting edge, rigorous, fair, and responsive to business needs and the external recruitment market. Effective organisational structure We will ensure that our organisational design provides resilient and effective structures that allow the flexibility and agility needed to respond to current and future changes, and which support the sharing of responsibilities, enable positive teamwork, interdisciplinarity, innovation and support devolved accountability. Effective release schemes We will put in place schemes that support our people as they come to leave the University, whether voluntarily or otherwise. These schemes will be designed to support business change and to ensure that healthy levels of staff turnover are maintained. Managing Change We will ensure that managers are able to effectively lead and manage change in ways that involve, and engage staff. We will ensure that they understand the importance of effective communication and consultation in times of change.

Why We believe that our staffing resources and structures must be managed in an effective and sustainable way. This means ensuring that we secure high performing staff, with the right skills, in the right place, and at the right time to deliver the current and future demands of the strategic plan. We believe that in a volatile and competitive environment, this means being able to act with agility and creativity to secure the very best people in roles that are designed to focus on delivery of our objectives. We also believe that a healthy level of staff turnover is positive. There is a need to balance the benefits of a stable and experienced staff body with the need to refresh and renew our workforce in response to changing business needs, and to facilitate career development for high performing staff. Maintaining a balanced staffing profile is critical to ensuring our sustained success.

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“Engagement matters because people matter – they are your only competitive edge. It is people, not

machines that will make the difference and

drive the business”.

McLeod, D and Clarke, N (2009). Engaging for success:

Enhancing Performance through Employee Engagement.

Department for Business, Innovation & Skills.

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Objective 2 To ensure that staff own their roles, and are motivated to succeed

How Clarity of roles and responsibilities We will ensure that roles and requirements of posts are clearly described and understood by postholders and those that work with them. Induction and probation We will ensure that new staff are welcomed into the University and properly inducted so that they have the knowledge and understanding to achieve the standards of performance required of them. Communication and involvement We will ensure that all our people take responsibility for effective 2 way communication, recognising the particular importance of the role of line-managers in this. We will ensure that our people are appropriately involved in decision making that affects their future and roles and that their views are listened and responded to . Wellbeing and support We will ensure that our people are encouraged to maximise their wellbeing and health and that sickness is managed proactively and supportively to enable staff to fulfil the requirements of their role. All staff will be provided with a safe working environment. Embedding the Values We will work with our people to articulate what our values mean for us at Falmouth, and to identify actions, behaviours and expectations that embed them in all we do.

Why We believe that everything we do must be aligned to support the delivery of our strategic objectives. In order to be a high performing organisation, our people need to know what is expected of them, what the markers of success are and be motivated to deliver. It is important that our values inform not only how we go about our day to day work, but also how we engage with each other and our partners. It is particularly important that we articulate what they mean for how we behave as leaders and managers, and how they are reflected in our people management practices and structures. We believe that effective, two-way communication at all levels of the University is essential. This ensures that all staff are aware of the University’s and their department’s plans and aspirations, are involved in developing these, and understand the role they play in achieving them. We believe that staff work better when they are encouraged and enabled to maximise their well-being and health. Success is an expectation and we will constantly support, challenge and stretch ourselves in order to achieve it.

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“We are living in a Knowledge Economy in which the first thing

to recognise is no single person is smart enough by themselves to be

genuinely successful”

Hamish Taylor, Shinergise Partners Ltd.

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Objective 3 To develop a highly skilled, high performing workforce

How Appraisal & Feedback We will ensure that all eligible staff participate in the annual Performance and Development Review process, and that this process is informed by business planning and the need to meet our strategic objectives. Performance Management All staff will have SMART objectives, linked to our strategic objectives, set as part of the probation and the annual Performance and Development Review process. We will ensure that the University has effective policies for managing both good and poor performance. Personal Development Plans We will ensure that all staff agree a personal development plan linked to their appraisal and aimed at improving their skills and knowledge for their current and future roles. Training and Development We will ensure that Falmouth offers support for staff training and development that is accessible to all, and which enables and supports staff to meet the needs of their roles now and in the future. Career Progression We will ensure that staff are given opportunities to progress their careers to their and the University’s satisfaction to meet current and future goals. Leadership and management Development We will ensure that our leaders and managers have the skills and competencies to deliver high performance teams

Why We believe that staff can only excel and deliver high performance if they are motivated and supported to acquire the skills, knowledge and behaviours needed to perform their roles well. We believe that staff are responsible for their own development and must work hard to maintain high standards of continuous professional development whatever role they are in. Only in this way will they be able to adapt to meet the changing needs of their roles and continue to prosper and enjoy their working lives. Falmouth is committed to supporting staff in maintaining their CPD.

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“Saying ‘thank you’ costs nothing but is too often overlooked”.

Holbech and Matthews (2012).Engaged. Jossey-Bass

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Objective 4 To recognise and reward high performing staff

How Pay & Conditions of Employment We will ensure that we have fair and equitable pay and reward systems across the University, that these support and encourage the achievement of organisational objectives and reward exceptional performance wherever this occurs. Development of non-pay rewards We will introduce a menu of non-pay rewards which enhance our employment offer, are seen as valuable to staff and offer cost effective benefits to complement the pay package. Development of reward systems to support our strategic goals . We will introduce schemes specifically aimed at supporting and rewarding excellence in teaching, research, enterprise and innovation in support of our strategic aims.. Provision of information to ensure that new and existing staff understand the value of their full reward package We will develop information for staff and potential recruits that ensures that the value of our pay and reward structures are fully understood and so that access to the various reward schemes is maximised. .

Why We believe that staff should be fairly and equitably rewarded for the contribution they make to achieving organisational objectives and for ‘going the extra mile’. Effective staff performance (both individually and in teams) should be recognised, celebrated and rewarded, particularly when it exceeds expectations. We believe that recognition and reward can take many forms and aim to utilise as many of these as possible, as often as possible, in ways that are transparent and fair.

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“Of course, HR Directors recognise that part of earning the right to make the strategic contribution their organisation

needs from them requires getting the ‘core’ HR business

fit for purpose”

Linda Holbeche PhD (2012), Changing times in UK Universities What difference can HR make? UHR.

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Objective 5 To give staff clear and accessible HR support, guidance and data

How Accessible HR Policies We will provide a framework of HR Policies that are relevant, up to date, are accessible and easy to understand. These will set out what our legal responsibilities are, but will also ensure that flexibility to meet business needs is maintained. Process Excellence We will review all of our HR related processes with input from key stakeholders to ensure that they are as effective and efficient as possible and support a culture of devolved authority. Maximising Technology We will maximise the use of technology and on-line processes and information to streamline our business and to reduce the possibility of errors or omission. We will do this whilst maintaining and improving data and information quality and accessibility. Management Information We will develop the relevance and presentation of our management information as this relates to staffing so that business decisions are well informed and HR challenges anticipated. Business Partnering We will develop the HR business partnering model to ensure that managers are supported to fulfil their HR responsibilities and so that better informed HRM decisions are made both locally and within the central HR

Why We believe that front-line managers have a key role to play in the management of our people. They must be supported in delivering this well through the provision of clear, flexible and accessible policies and procedures, through the availability of accurate and timely management information, and through direct support from a professional HR team who will advise, assist and facilitate managers in achieving what they need to do in order to get things done. We believe that the HR framework is there to facilitate rather than to direct, and that line-managers need to have the flexibility to exercise discretion within these frameworks to meet business needs, whilst at the same time ensuring that legal imperatives are met and consistency and fairness of treatment is maintained.

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“Equal opportunity is often seen as meaning treating everyone in

exactly the same way. But to provide real equality of

opportunity, people need to be treated differently in ways that are fair and tailored to their needs but

in ways that are aligned to business needs and objectives”.

CIPD, 2011, Diversity in the workplace – an overview

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Objective 6 To value and celebrate difference and diversity

How Equality and diversity policies & support We will review our policies whenever needed, in order to ensure that they a fully compliant with any obligations of the public sector duty under the Equalities Act, 2010. To this end, we will support instituting a Single Equality Scheme to ensure that staffing groups are fully supported toward maximisation of their potential within an inclusive workplace that is free from discrimination. We will also ensure that equality impact assessments are conducted on new and existing policies. Respecting and Promoting Diversity We will foster a respectful work environment that is accepting of a diverse body of people with different perspectives, values and attitudes. We seek to promote an inclusive environment where such differences are shared and explored and where any unfair discrimination is not tolerated. In addition to promoting equality of opportunity and a high regard for inclusion in all our activities, we will also imbed principles of diversity throughout our institutional culture whereby diverse perspectives enrich and strengthen our equality agenda. Building awareness We will ensure that all staff develop a deep-seated appreciation and application on the relevance of equality and diversity issues to permit an ongoing awareness and mitigation of potential differential impacts. This will be supported through the provision of staff training to ensure that new staff acquire the necessary levels of awareness early in their employment, and so that the knowledge and competence of existing staff is developed and maintained. We will also ensure that our staff are provided with the necessary knowledge, skills and competencies to complete an impact analysis of any new and/or changed practice. Monitoring We will develop and maintain a set of metrics that is specifically geared toward regularly reviewing ongoing progress against our equality target so that any challenges can be immediately addressed, and risked managed effectively in a timely manner.

Why We believe that a workplace culture in which the value of diversity is valued by all staff and in which fair, unambiguous and transparent criteria are used to determine opportunities, progression and reward is one that can deliver a high performing University.

We can best uncover the talent and potential of our people by encouraging and embracing the many markers of diversity within our workforce and are able to accord high consideration of this in our management practices that enable each person an equal chance to succeed.

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Monitoring our progress Governance The Board of Governors approved this HR Strategy in November 2012, and is responsible for monitoring it through quarterly and annual reports from the Director of Human Resources and other senior staff. This HR Strategy is underpinned by a detailed action plan which states exactly what is to be achieved, by whom and by when in order to deliver the 6 objectives. This plan has been developed with the HR needs of Falmouth’s Strategic Plan, together with its sub-strategies and the school business and professional service plans, drawn out and coordinated. Key Performance Indicators In terms of HR Management, quantitative measures of success can be difficult to define or to demonstrate in terms of impact. This is because HR is often about the more intangible parts of the business where it is not always possible to transfer the results easily to meaningful numbers. CIPD research has found that individual HR practices alone do not drive enhanced business performance. They can create ‘human capital’ or a set of individuals who are highly-skilled. However, this will only feed through into higher levels of business performance if these individuals have positive relationships with their managers in a supportive environment with strong values. All these factors will promote ‘discretionary behaviour’, that is, the willingness of the individual to perform above the minimum necessary or give extra effort. It is this discretionary behaviour that makes the difference to organisational performance. We have developed a set of high level performance indicators, which draw upon quantitative and qualitative information to provide an overview of how well we are achieving our objectives and how near we are to meeting our goals. We will actively use the information gathered to develop and refine this strategy and to communicate the achievements and outcomes that result. At Falmouth we ensure our approach to monitoring and evaluation is balanced. We acknowledge the sense in the statement attributed to Albert Einstein – “that not everything that counts can be counted and not everything that can be counted counts”. Risk Management The Management Board and its committees are responsible for identifying key risks to the University and for ensuring appropriate and flexible management responses to them. The aim is to ensure that Falmouth operates a ‘no surprises culture’ and that the Board has early indication of any major threats to the delivery of our overall ambition and to our sustainability. Many of the issues that face us in attaining our goals and in fulfilling our objectives also carry significant risks. The Board will receive regular reports on risks and on management action to ensure that their impact is mitigated. The risks associated with this HR Strategy will be identified, both at a strategic level and on a project by project basis.

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Timeline and Responsibility for Delivery Each of the HR strategy objectives and their ‘How’ descriptors are further broken down in the HR Strategy - Action Plan 2012-2017. This document sets out specific activities required to deliver the ‘How’ in support of the Strategic Plan and its supporting and delivery strategies. This document also provides clarity about who is responsible for leading delivery and for taking action under the plan. It further sets out timeframes for delivery. This plan is designed to be a more fluid document that will be reviewed regularly between 2012 – 2017. In this way we will keep the HR strategy alive and agile to the changing HR needs of the organisation. Some of the actions proposed will require separate projects to deliver and implement. These will have a clear project leader, detailed project plans and will ensure the risks, mitigation and costs associated with the action are identified and appropriately agreed and managed.

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“Strategic HR is the strategic management of human resources

aligned with the organisation’s intended future direction. It is concerned with longer-term people issues and macro-

concerns about structure, quality, culture, values, commitment and

matching resources to future need”

CIPD (2012)