www.aua.ac.uk inspiring professional higher education Embracing change: using the AUA CPD Framework to effect professional transformation Managing Change Open Forum London 4 July 2014 Jan Shine Paullus Consultancy AUA CPD Consultant
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Embracing change: using the AUA CPD Framework
to effect professional transformation
Managing Change Open Forum
London
4 July 2014
Jan Shine Paullus Consultancy AUA CPD Consultant
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Objectives of the session
Participants will have the opportunity to:
• practice applying the CPD framework to your own situation
• consider the impact of change on yourself, your team, and on your organisation
• reflect on how you could use the framework to support change management in the future
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Using the
professional
behaviours
in the
context of
change
Source: CIPD Survey of practice, August 2011
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Why use a behavioural approach?
PERSON
SPECIFICATION
How the job needs
to be done and the
behaviours that underpin
effective performance
The tasks that
need to be done
and overall
purpose of role
Role-specific skills
and knowledge
required
to do the job
COMPREHENSIVE PICTURE OF THE EXPECTATIONS OF
EFFECTIVE PERFORMANCE IN THE ROLE
CPD
FRAMEWORK JOB
DESCRIPTION
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Benefits of a ‘behaviours’ framework
• Longer shelf-life than skills and knowledge
• Align with professional values
• The ‘how’ is really important for customer service
• Within individuals’ personal control
promoting excellence in HE management
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The starting point …..
Organisational
Mission/Strategy
Professional Behaviours
Existing skills,
knowledge, attitudes
This applies at all levels,
ie whether using the
framework to effect
professional
transformation for:
yourself
your team / department
your organisation
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What good practice shows us
Individuals
• identifies strengths and areas for development
• focuses choice of learning and development activities on CPD needs and organisational priorities
• creates stronger professional identity
Teams
• provides vision and clarity about the future needs of the organisation
• refocuses team purpose and clarifies priorities
• identifies transferrable skills, knowledge and experience
• supports colleagues through periods of change
Organisations
• supports managers in implementing change
• breaks down silos and encourages movement of staff within the organisation
• provides organisational definition of excellence in professional services
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How confident do I feel
now?
How confident
would I like to be?
Where does the University need/want me
to be?
Self-assessment wheel activity
Centre = 0 Outer edge = 10
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Self-assessment exercise
Consider the behaviours listed in the
Embracing Change area of the framework
• pick out one strength and note examples that demonstrate the listed behaviours
• if time permits, move on to identify a development need
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Wider organisation/
HE sector
Open to new ideas
Processes
Adaptability Ways of working
Reflective practice
Behaviour change
In my team/ department
Technologies
In more detail …..
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0
1
2
3
4
5
6
7
8
9
10
Managing self and personal skills
delilvering excellent service
finding innovative solutions
embracing change
using resourcesproviding direction
developing self and others
working with people
achieving results
Now
Future
Organisational need
Example of a team activity to refocus
purpose and clarify priorities
Discuss the individual and average self-assessment scores across the team and share issues/learning points that arise
Consider and discuss what this reveals about the team’s strengths, aspirations
and areas for development and how these fit with institutional mission and strategy
Set objectives for maximising strengths and meeting development needs and agree new ways of working aligned to
organisational needs
Organisational development
• Restructuring
• Mapping existing skills, knowledge, behaviours to future strategy
Learning & Development
• Mapping existing provision
• Aligning provision
• Developing institutional CPD strategy
Recruitment & Selection
• Job descriptions and person specifications
• Applicant information
• Selection processes
Succession planning
• ‘Growing your own’
• Talent management
• Attracting and retaining
Professional recognition
• Professional identity for PSS
• Equity of CPD opportunities
• AUA institutional endorsement
Using the
framework at
institutional
level
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Group discussion
In small groups:
Share ideas for / experience of using the AUA’s
Professional Behaviours within the context of managing
change in your own organisation
note any useful ideas that emerge from
your discussion
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Resources and further support
The Good Practice Guide
The CPD Framework site:
http://cpdframework.aua.ac.uk
The AUA National Office
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Thank you
for your contribution
to this session
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