HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY

Rob AllanDirector of Human Resources

May 2013

Working at Loughborough

Very friendly Good atmosphere Nice environment Long serving staff Quite bureaucratic/committee focussed Not used to organisational change Good “despite” not “because of”

systems & processes

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Staff Statistics

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

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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

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Context for HRM at L’boro

• LU’s Strategy “Towards 2016” emphasises the need to develop the University’s approach to the management of its Human Resources

• 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.”

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Towards 2016 (HR)

• Culture / Working Environment

• Leadership Style and Management Development

• Simplicity

• Extend application of existing capabilities to include staff.

• Appoint HRD & HR restructuring

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Areas for post-HR Director arrival

Areas that required personal championing from new HR Director:

• Agreed priorities from staff survey (2008)

• Definition and implementation of revised HR structure

• Capability development of HR staff

• Performance & development review

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

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Common Organisational Challenges

Building organisational capability

Attracting & retaining talent

Building Performance

Building Commitment

Building HR Effectiveness (not just HR Dept)

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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

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Challenges Ahead

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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!

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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

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Getting the balance right

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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

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Reward

National Pay Bargaining Local Pay Elements

- Equality?

- Consistency?

- Supporting organisational objectives?

- Transparency? Subsidiary companies

Reward Systems

University Rewards (Financial & non-financial)InconsistencySetting the bar too lowConsolidated v Non-consolidated?Inappropriate promisesPerverse rewardsPassiveJob Evaluation

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Job Evaluation

Defence for Equal Pay claims Upward Grade Drift Over graded jobs Still cases of personal reward Ops Comm process – wrong way round?

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Grievance Interviews

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

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Recruitment

Quality control Efficiencies Centralise Move to E Recruitment Temporary staff – best value? Fixed term contracts

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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

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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;)

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

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Staff Support

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

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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

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How are we doing?

Quarterly reports to HR Committee (HR scorecard/ KPIs)

Staff Surveys Benchmarking Accreditation Publicise internally What should be included?

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Staff Survey (Org Culture)

Established where we were (2008) Excellent results – response rate and

scores Some issues requiring attention Interesting Benchmark data – for

comparison with 2012 survey

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

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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

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Questions

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