Engage and Aspire Project …creating a culture where everyone can flourish
Culture and Values 2
Working Group • Julie Sanders - Chair • Lynne Howlett and Lisette Nicholson • William Maloney – HASS • Jo Geary - PS • Ian Head - SAgE • Gwyneth Doherty-Sneddon - FMS • Human Resources Business Partners • Organisational Development Leads 3
Beyond PDR What impacts on everyone being the best they can be? • University Strategy • Culture and values Direction • Measures of success • Regulation • Recruitment and integration • Performance systems • Management style • Structure and job design Employee • Experience Reward and recognition • Learning and development • Talent, succession and promotions • Communication • Motivation • The Skills and abilities • Individual Understanding and knowledge • Attitudes, beliefs, feelings • Relationships 4
For clarity the project….. Is About Isn’t About Aligning contribution to strategy and Only PDR values Continuous improvement Standing still Celebrating and supporting the majority Just “the under performers” Culture change Just revising the paperwork The quality of the conversation Just completion rate Individual and collective endeavour Just the individual The whole job Just research 5
Internal context • Areas of excellence • Legacy of Raising the Bar • Different interpretations of purpose and function • Creation of workarounds and different methodologies in PDR • Variation in – Experience / quality – ‘Line Manager/Reviewer lottery’ – Use of targets and measures – Impact • Structural challenges – Numbers of reviewers to reviewees – Rotation of roles / motivation – Access to data, budget and authority
Colleagues have said they want a culture ; • Which is collegial, supportive, respectful, aspirational and sustainable. • Which recognises the collective effort of colleagues and understands their varied contributions. • Which appreciates that colleagues are intrinsically motivated . • Which facilitates the recruitment and retention of those colleagues who support the collective endeavour. • Which aligns colleagues aspirations with university’s vision , strategy and values. • Where managers/reviewers are effective mentors/coaches and can facilitate developmental conversations. 7
What research is telling us about trends nationally/globally Less about More about Once a year Continuous feedback Evaluation & ratings Coaching conversation Completion Outcomes Developing weakness Maximising strengths Documentation Captured conversations Rear view Future focused Process Employee experience Paper E-enabled One size fits all Tailored for needs Storing up information Feedback in the moment HR Led Organisation Led
Draft Project Phases Pilot, Testing & Discovery & Roll Out Action Learning Understanding Plan Jan 19 – Oct 19 July – Jan 19 Oct 19 onwards 9
The Discovery Phase Desk top research – Processes and variations in paperwork and recording – Use of measures and metrics and availability of data – Structures and how reviewers and reviewees are allocated – Existing information – PS workshops, Promotions review, etc External visits and schemes Academic Research Focus Groups and interviews – Staff experiences, good practice and poor practice – Frequency and nature of contact – Current skills of reviewers – How learning needs are identified, delivered and evaluated – Perceived impact and outcomes 10
Some questions… 1. What things are critical to address if we are to create a culture where everyone can flourish? 2. Which underpinning principles would you like to see embedded in any new approach to appraisal? 3. What specifically needs to be considered from and EDI perspective i.e. what would make the process more inclusive? 4. What would make PDR/appraisal not feel like a chore/ tick box exercise? 11
Next Steps • Conversations with schools and units. • Formal opportunities later in year. • Updates via NUConnections . • Updates to EB and Senate. 12
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