1. HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY On Behalf of Rob Allan Director of Human Resources August 2014

2. Staff Statistics  3200 staff (approx)  Approx 50:50 split by gender  12% BME  78 nationalities (approx)  1.6% (declared) disabled  36% part time 2

3. 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 3

4. 4 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.”

5. 5 Building Excellence(HR) Academic Roles Performance Management Reward and Performance Other HR initiatives

6. Academic Roles A structure to meet the needs of the strategy Focus/specialisms in research, teaching and enterprise Support roles Fellowships to support excellence

7. Performance  Focus initially on academic staff  Acceptance that ‘one size doesn’t fit all’  Link to reward and other university processes 7

8. 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 8

9. Other HR Initiatives  HR data (e.g. in PDR)  Recruitment  Staff development  Leadership development 9

10. Next Steps  3 year plan to be drawn up by 2015  Consultation with staff and unions 10

11. 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 11

12. Common Organisational Challenges  B uilding organisational capability  Attracting & retaining talent  Building Performance  Building Commitment  Building HR Effectiveness (not just HR Dept) 12

13. 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 13

14. Challenges Ahead 14

15. 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! 15

16. 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 16

18. Getting the balance right 18

19. 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 19

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

21. 21 Recruitment  Quality control  Efficiencies  Centralise  Move to E Recruitment  Temporary staff – best value?  Fixed term contracts  Social media

22. 22 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

23. 23 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;)

24. 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 24

25. 25 Staff Support  Occupational Health  Staff Counselling  Confide (Bullying & Harassment)  Career Guidance  ‘Buddying’ & Mentoring  Staff Support Groups  SUPPORTING MANAGERS TOO

26. 26 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

27. 27 How are we doing?  Quarterly reports to HR Committee (HR scorecard/ KPIs)  Staff Surveys  Benchmarking  Accreditation  Publicise internally  What should be included?

28. 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 28

29. 29 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

30. ? Questions 30