Engage and Aspire Project creating a culture where everyone can - - PowerPoint PPT Presentation

Engage and Aspire Project

…creating a culture where everyone can flourish

Culture and Values

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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

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Beyond PDR

What impacts on everyone being the best they can be?

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Direction Employee Experience The Individual

• Motivation
• Skills and abilities
• Understanding and knowledge
• Attitudes, beliefs, feelings
• Relationships
• Recruitment and integration
• Performance systems
• Management style
• Structure and job design
• Reward and recognition
• Learning and development
• Talent, succession and promotions
• Communication
• University Strategy
• Culture and values
• Measures of success
• Regulation

For clarity the project…..

Is About Isn’t About Aligning contribution to strategy and values Only PDR 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

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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.

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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

Roll Out Action Plan Oct 19 onwards Pilot, Testing & Learning Jan 19 – Oct 19 Discovery & Understanding July – Jan 19

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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

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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?

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Next Steps

• Conversations with schools and units.
• Formal opportunities later in year.
• Updates via NUConnections .
• Updates to EB and Senate.

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