HR Strategy.docx

HR StrategyThe Human Resources (HR) Strategy recognises that the University Colleges staff are its most important asset and that their recruitment, engagement, development, participation, motivation and retention will be critical to the University College success.Page 7 of 9ContentsIntroduction to Human Resources1Strategy 2010-20151Background to the development of the HR Strategy1Our HR Strategy4Staff Recruitment, Selection and Retention4Remuneration, Total Reward and Fair Employment4Workforce planning4Learning and Development5Equality and Diversity5Leadership, Involvement and Change Management5Performance Management6Staff Welfare and Occupational Health6Introduction to Human ResourcesStrategy 2010-2015As part of the UCP Marjon Strategic Plan, the Human Resources (HR) Strategy recognises that the University Colleges staff are its most important asset and that their recruitment, engagement, development, participation, motivation and retention will be critical to the University College success.Recognising that our staff are our most valuable resource, we will provide a supportive and fulfilling working environment where staff choose to work, fostering a culture of commitment and engagement with the University College mission through effective leadership and management at all levels within the Institution. Through what is likely to be a period of increasing change, requiring a high level of flexibility and cultural change from staff, we will enhance communication and involve staff teams in the development of localised plans to deliver and support the strategic priorities and targets of the Institution.Staff development will be of central importance and we will continue to invest in staff development for all staff and to support research and scholarly activity. Such investment will ensure that they have an appropriate range of skills, knowledge, qualifications and competencies to support the delivery of the mission and key objectives. Staff development and training will be provided to ensure that all staff have the appropriate level of technical, managerial and leadership skills relevant to their role. Through some realignment of academic and administrative units we will seek to create clear opportunities for career development and advancement, whilst recognising that these will always be limited in an institution of our size. We will support career development routes for staff through, for example, teaching fellow, reader and professorial appointments.A review of workload allocation processes, and reward, recognition and progression will be completed in the early part of the planning period to ensure fairness, openness and transparency. HERA and workload allocation will be used effectively to ensure delivery of the institutions key priorities and objectives and the promotion of a system that secures competitive salaries and career progression. The HR Strategy covers the period 1 January 2010 to 31 December 2015 and is a summary of the key actions required to improve human resources management at the University College, and thereby contribute to its success.The HR Strategy aims to ensure that we recruit and retain the best quality staff at all levels. Our employment policies and procedures aspire to reflect best practice and are based on the principles of effectiveness, practicality, fairness, transparency and consistency.The way that staff are employed, developed, motivated and rewarded is critical. Our new approach to staff development is ambitious and comprehensive, enabling the University College to succeed as a learning organisation. Background to the development of the HR Strategy Findings and report from the Self Assessment Tool for People Management UK and European employment legislation Best practice in Human Resources The National Pay Framework Agreement Guidance from the Universities and Colleges Employers AssociationHuman Resources are responsible for proposing and implementing the Strategy through an impact-driven action plan.The Senior Managment Team has responsibility for approving the Strategy.The University College Council is responsible for scrutiny and the review of the HR Strategy on an annual basis to assess progress against the objectives.The HR Strategy covers a five-year period and, as such, will be adapted to respond to changing factors through regular reviews. In addition, these reviews will take account of any current and emerging employment trends, local, national and EU legislation and best practice in HR and higher education.Arrangements for the implementation of the Strategy will be outlined in an action plan. This will provide details of alignment of objectives and actions to the University Colleges Strategic Plan, responsibility for each action and deadlines for achievement.HR StrategyOur HR StrategyStaff Recruitment, Selection and Retention Target: To become an employer of choice in order to support our goal of achieving excellence in learning, teaching, research and knowledge management.Achieving the target: Review, develop and implement the recruitment and selection policy and procedures. Collect and analyse management information on recruitment and related issues to inform our HR strategies and enable managers to make informed decisions about workforce planning linked to business needs. Carry out regular staff surveys and act on agreed outcomes. Review and benchmark annually the University College s remuneration and benefits package against other comparable higher education institutions (HEIs). Report annually to the Senior Management Team on recruitment and retention initiatives, including turnover to enable the University College to address areas of concern. Streamline the recruitment process through reviewing internal processes as well as exploiting the new HR system currently being implemented by the University College. Implement an innovative induction process. Implement an Apprentice Recruitment Scheme. Analyse and report on exit questionnaires, including equality and diversity information, to the Senior Management Team.Remuneration, Total Reward and Fair Employment Target: To develop and implement fair and transparent remuneration and total reward processes that ensure that all staff are paid a fair and competitive salary, and recognised for high performance. Achieving the target: Develop and implement a new Pay and Grading Policy. Develop and implement the new Recognition and Total Reward Policy, to retain high performing staff. Continue to develop fair and transparent recruitment, selection, promotion and research. opportunities, to develop career opportunities for existing staff. Continue the University College s commitment to Investors in People. Regularly review the skills mix, flexibility and nature of staff terms and conditions of employment. Develop a comprehensive performance management scheme for all staff. Conduct annual Staff Surveys. Workforce planning Target: To ensure that our workforce matches our operational needs and that the University College has timely, essential data on its workforce.Achieving the target: Develop and implement a Workforce Planning Policy. Develop and implement an Organisational Change Policy. Develop local workforce plans supported by corporate tools and strategies to ensure that the University College has the right people in the right jobs at the right time. Implement a new HR management information system. Establish a robust mechanism for the monitoring and reporting of workforce data.Learning and DevelopmentTarget: A strategic aim and management priority for the University College is to be a learning organisation that creates and nurtures the conditions for well-supported and well-motivated staff.Achieving the target: Review, develop and implement an effective Learning and Development Policy, to promote a learning culture. Review, develop and implement induction, appraisal, HERA competence frameworks, mentoring and other support to enhance staff performance. Develop synergy between job descriptions, recruitment processes and performance management Ensure that all staff have relevant academic and professional qualifications Develop and implement a Community Involvement Policy ensuring volunteering becomes a valuable staff-development tool. Ensure the new higher Investors in People standards are successfully embedded through full accreditation.Equality and DiversityTarget: To provide a positive working environment where equality of opportunity, and the appreciation of diversity and dignity at work, are respected valuesAchieving the target: Review, develop and implement equality and diversity policies, ensuring that our equality policies and schemes with details of impact assessments and monitoring information are published effectively. Develop, monitor and review the Equality Impact Assessment process, ensuring staff receive appropriate guidance and training. Develop and implement a Harassment and Dignity at Work Policy. Comply with equal opportunities legislation. Embed equality and diversity in the organisational culture and incorporate them as a standard element of all processes. Develop management information to support workforce planning. Conduct annual staff surveys.Leadership, Involvement and Change ManagementTarget: To develop strong and effective leaders with the vision and energy to deliver the University Colleges goals.Achieving the target: Build on senior management and middle management development programmes to enhance organisational effectiveness. Reinforce our commitment to the new Investors in People standards by placing strong emphasis on culture change, customer care and continuous improvement. Identify and develop staff for the future through effective talent management, enhancing our capability in academic excellence, service delivery and business development. Support managers in consulting and involving staff to enable them to engage with and improve the student experience, understanding the connection between their own and the University Colleges objectives. Support effective change management through robust polices, support for managers and staff, effective planning, partnership working with TUs and development for managers and TU representatives.Performance ManagementTarget: To embed a high performance culture through an integrated approach to performance.Achieving the target: Develop and implement a Performance Management Policy that encourages a high performing workforce. Invest in a fully embedded, competency based performance management system. Develop and implement a new Progression and Development Review Scheme and aim to achieve 100% participation in the scheme. Collect and analyse management information on performance and related issues to inform our HR strategy and enable ma