Appendix A
OUR PEOPLE STRATEGY
2015 - 2020
1
13 October, 2015
People Strategy 2015-20
Introduction
As a technology university we have an ambitious 10 year strategic plan which supports our heritage and
our vision to be a world leader in:
• the creation of knowledge through fundamental and applied research;
• the dissemination of knowledge by teaching students from all backgrounds;
• the application of knowledge for the prosperity and well‐being of people.
We have developed three overarching academic themes, which we will use to frame decisions about
developments in teaching and learning, research and knowledge transfer, and to guide our partnerships.
Our academic themes are advanced healthcare, innovative engineering, sustainable societies.
We have approximately 2000 staff and 18,000 students, 6000 of which are international.
Consultation of this document has taken place with key stakeholders across the University as well as within
the Human Resources team. Comments have been considered and amendments made to the document as
appropriate.
This strategy outlines the priorities for the workforce of the University of Bradford over the next 5 years, to
underpin and support the overarching themes and has been informed by analysis of external influences,
local and national agendas and by engaging our workforce on how to make the University of Bradford a
‘World Leader’.
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People Strategy 2015-20
Our Vision for our People
To provide high quality professional HR, Development and Health Safety & Wellbeing services, which are
fit for purpose, add value and support the delivery of the University’s objectives.
Our Values
Our vision needs to be realised in line with our values and together they describe our expectations of the
ways in which we will operate and how staff and students behave towards each other.
• we encourage participation and openness;
• we encourage creativity and innovation;
• we support academic freedom and respect diverse points of view;
• we provide equal opportunities for all staff and students to achieve their full potential;
• we apply the best ethical standards in everything we do.
Work on embedding and bringing the values to life will be a core part of this strategy and integral to its
success.
The strategy will be reviewed annually to ensure it remains aligned with our vision and emerging priorities.
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Strategic Objectives
The University of Bradford’s strategy has four overarching objectives:
(a) excellence
(b) internationalisation
(c) equality and diversity
(d) sustainability
These objectives will help us achieve our vision, within the context of the external environment, at the same
time as maintaining our fundamental values. They guide our future development, and will be used to
prioritise our people activities over the next five years.
Our key messages are:
Our outstanding teaching and research are Making Knowledge Work.
We want to be known as a World-Leading Technology University.
We believe in doing Cutting-Edge Research and Knowledge Transfer
We believe in putting Students at the Heart of Learning.
We believe in the intellectual vibrancy of being International and Diverse
We are proud to have A World-Leading Eco-Campus.
To achieve these our people are central to our success.
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People Strategy 2015-20
The Direction of Travel
To be successful and achieve our exciting and challenging agenda as set out in the University
Strategy we will require a sustainable, fit for purpose and high quality agile workforce.
Growing our research and teaching capability will be a high priority as well as supporting
excellence in our professional services. In support of this we will need to ensure we define and
implement the right infrastructure, environment and systems for a technology university in an
international context.
Some of the key underpinning features to our success are :• Putting students at the heart of everything we do
• Creating the right environmental drivers supporting excellence
• Development of effective alternative business structures and less homogenous workforce
• Effective integrated workforce to support our international aspirations and agenda
• Defining the proportion of academics V support staff to ensure high quality teaching, research and knowledge
transfer, with the right infrastructure to underpin this.
• Agile academics and professionals who have the freedom and flexibility to be academics and maximize the
opportunity for efficiency and innovation
• Flexible working that supports better use of technology and our estate, resulting in increased efficiency as future
generations want a different approach
• All employees positively collaborating and acting in line with the values and the behaviours, and challenging
appropriately to create the culture we aspire to have
• Academic and professional leadership and management at all levels
• A total reward structure that recognises maximising and rewards performance
• Develop a positive employee relations climate
• Addressing diversity in the workforce
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People Strategy 2015-20
Our People Aims
Given our direction of travel and the opportunities this creates as a knowledge driven organisation to be successful the
University requires a sustainable, fit for purpose and high quality workforce. This will allow us to grow our research and
teaching capability as a high priority as well as supporting excellence in our professional services. The aims detailed
below underpin the People Strategy.
Our aims are:
•
•
Excellence - To support a capable, high performing workforce
•
•
Sustainability - To provide a safe and healthy environment to support the wellbeing of our people
Equality and Diversity - To support a diverse and inclusive culture where our people are engaged and behaviours are in line with our
values
Internationalisation - To provide a integrated workforce structure, supported by systems and information to enable the
transformation agenda on an international platform
Strategic Themes
The actions required to achieve these aims are grouped into 8 strategic themes:
Employer of Choice
Workforce Information &
Systems
Engagement
Talent Management
Health, Safety & Wellbeing
Organisational & Team
Effectiveness
Leadership & People
Development
Managing for High
Performance
The aims are critical to the success of the University strategy. It is important to recognise that the People Strategy can only be delivered in
partnership with our staff and in conjunction with a number of supporting strategies including the University’s Strategic Plan, the Academic
Strategy, and Research and Knowledge Transfer, all of which include milestones and key performance indicators.
The following diagram illustrates how all the elements interlink and work together, underpinned by our values, behaviours, and equality and
diversity, creating a culture of ‘making knowledge work’. The timescales and detail behind the actions will be documented in the action plan
for implementing
the strategy.
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2015
People Strategy 2015-20
The People Strategy – Strategic Themes
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People Strategy 2015-20
• To attract, retain and develop high performing
academic and professional service staff
• New starters to be engaged and performing at a
high level, quickly
• An environment where employees feel valued
• Recognise and reward performance and success
• Retention of key people in business critical roles
to deliver specific projects
HR Objective
Business
Drivers
Employer of Choice
To get the right academic and
support staff, underpinned with the
right infrastructure at the right
time, with the right skills and
support them to create a high
quality performance culture
How?
•
•
•
•
•
•
•
Recruit in line with workforce plans and the 10 year development plan
Build employer reputation and be recognised positively within the sector
Establish effective induction
Provide excellent recruitment processes
Implement equitable reward, recognition and remuneration arrangements based on performance
Foster a culture of aspirational excellence
Create competency frameworks
Measures
•
•
•
•
•
•
% of staff with PGHEP/HEA membership
% of academic staff with PhDs
Healthy turnover levels
Positive levels of feedback on recruitment process via ServiceNow
Annual Equal Pay reports
Evaluation of Induction
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• Right skills and expertise in the right roles at the right
time
• Effectively deliver business objectives
• Ensure effective organisational change programmes
HR Objective
Business
Drivers
Workforce Systems and Information
To have Workforce Systems and
Intelligence that supports the
University and demonstrates
efficiency and effectiveness on an
international platform
How?
•
•
•
•
Implement workforce planning model supporting excellence and internationalisation
Develop a workforce system that interfaces with our other systems
Develop performance indicators and service level agreements (SLAs)
Use workforce information and knowledge to inform decision making
Measures
•
•
•
•
Implementation of new fit for purpose workforce system by 2018
Implementation of new workload model/planning system in 2015/6
Service Level Agreements in place with all Faculties/Directorates from 2015
Workforce information to Executive Board and Council on a quarterly basis
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People Strategy 2015-20
• Better employee engagement
• Values embedded and demonstrated in
behaviours
• Strong leadership and competent
management
• Positive Employee Culture
HR Objective
Business
Drivers
Engagement and Communication
To engage our people and
create and demonstrate a
culture of positive feedback in
line with the University values
How?
•
•
•
•
•
•
•
•
Clear vision, goals and communications
Embed values and associated behaviours
Talent management, development and career planning
Develop the capabilities of others in leading teams
Drive continuous improvement through strategic leadership
Utilise a variety of methods and tools to engage and communicate effectively
Develop a culture of listening and learning through two-way open communications
Engage in inclusive partnerships with our stakeholders including our Trade Unions
Measures
•
•
•
•
•
•
Staff Survey and pulse surveys
Workforce key performance indicators to Executive Board and Council on a quarterly basis
Feedback via ServiceNow
Performance Development Review Data
Bradford:Leader and Leadership forum data
Employee Relations Climate
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People Strategy 2015-20
• Retain our talent
• Clear succession plans
• A sustainable and competent workforce
HR Objective
Business
Drivers
Talent Management
To develop and nurture our
people to be the best and to
become world leaders in their
field
How?
•
•
•
•
•
•
•
•
Attract and retain high calibre academic and professional service staff
Develop our employees with a focus on research quality and enhancing teaching quality
Provide holistic career development pathways and support
Review promotion policies and procedures ensuring these underpin Excellence
Build resilience
Encouraging flexible ways of working to meet the needs of our students and services
Actively reskill and redeploy where appropriate
Identify and grow up and coming talent, rising stars and aspiring academic and professional service leaders
Measures
•
•
Workforce key performance indicators to Executive Board and Council on a quarterly basis
New performance development review process underpinned by competency framework and clear career structures
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•
•
•
•
•
Legal compliance
Good level of attendance
Need for a flexible and productive workforce
Need for a change ready workforce
Promote and provide an environment where
employees can flourish and achieve their full
potential
HR Objective
Business
Drivers
Health, Safety and Wellbeing
To provide a safe and healthy
environment which supports
the wellbeing of our people
How?
•
•
•
•
•
Implement Health, Safety and Wellbeing Plan
Implement attendance management
An Occupational Health service that meets the needs of the University
Expand and further enhance flexible working initiatives
Ensure people are clear about their roles and what is expected of them
Measures
•
•
•
•
•
New Occupational Health service in 2016
Reduction in sickness absence
Workforce performance indicators to Executive Board and Council on a quarterly basis
Annual Health, Safety and Wellbeing report to Executive Board and Council on a quarterly basis
Audit programme on key areas, e.g. legionella, fire and chemicals, to ensure compliance
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• Implementation of the University 10 year Strategy
• Support implementation of the University’s
transformation programme
• High quality offer for students
HR Objective
Business
Drivers
Organisational and Team Effectiveness
To create highly effective
organisational culture and structures
to enable the delivery of the
transformation agenda
How?
•
•
•
•
•
•
Embed a culture of excellence and improvement
Build competency and expertise in organisational change
Clear communication plans
Be a learning organisation which champions innovation and creativity
Implement Bradford:Leader
Create an inclusive culture
Measures
•
•
•
•
Organisational Development Plan
Staff Survey
Bradford Leader Data
Key performance indicators reported to Executive Board and Council on a quarterly basis
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•
•
•
•
Capacity and capability to deliver excellence
Clear standards of performance and behaviour
Values and behaviours demonstrated
Effective leadership and competent management
HR Objective
Business
Drivers
Leadership & People Development
To develop and grow the capabilities of
our people to deliver excellence in a
sustainable manner and to lead in a way
that is congruent with our stated values
and behaviours.
How?
•
•
•
•
•
•
Partner with faculties and directorates to implement strategic development plans
Provide the frameworks and to enable people to work effectively
Facilitate, enable and signpost a wide range of learning and development opportunities that are accessible and fit for purpose
Implement values and behaviours framework
Foster a culture of continuous learning and development
Holistic professional development offer
• Measures
•
•
•
•
•
All areas to have a bespoke organisational development plan
Behaviours framework
Staff Survey
New and revised policies
Workforce performance indicators reports to Executive Board and Council on a quarterly basis
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•
•
•
•
Get the best out of our people
Deliver safe, cost effective and high quality service
Be an employer of choice
Provide outstanding teaching, research and
knowledge transfer
HR Objective
Business
Drivers
Managing for High Performance
We will create a high performance
environment where people have
clear expectations , regular feedback
and poor performance is addressed
How?
•
•
•
•
•
Implement a Personal Development framework
Address under-performance
Recognise and reward high performance
Clear development pathways
Performance related pay progression
Measures
• Performance indicators, including turnover and promotion data, to Executive Board and Council on a
quarterly basis
• New personal development review process including measurable objectives
• New capability policy
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New HR Service Delivery Model
The HR department restructured in 2014 with the focus on delivering a service which supports the
transformational agenda, this has ensured we are now well placed to the support the implementation of
this strategy, using the service delivery model and shifting from a transactional service to one that is
transformational
This will be achieved by shifting our focus
from a service where resources were previously
focused
on
non-standardised
manual
administrative processes, to an effective
management of the employee life cycle and
tight links to strategic priorities.
The shift will be achieved by implementing a
Multi-Tier HR Service Delivery Model,
which will include implementing effective
employee/manager self-service and technology
enabled processes, which will result in HR having
increased capacity to add value by addressing
strategic challenges.
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How Success Will Be
Measured and Monitored
In order to identify the successes of this strategy and its implementation
it is imperative that metrics are monitored as detailed in each theme.
The performance indicators will be reported to Executive Board and
Council via service level agreements with all the Faculties/Directorates,
surveys, ServiceNow feedback and activity data, etc.
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Conclusion
Our people are central to the achievement of our key objectives. The People Strategy, which is aligned with
the University Strategy and associated strategies, outlines the HR agenda and commitment to our people
for the next 5 years.
The strategy outlines our vision, values and key aims as a HR and OD service over the next 5 years under 8
strategic themes, as follows:
• Employer of Choice
• Workforce Information and Systems
• Engagement
• Talent Management
• Health, Safety and Wellbeing
• Organisational and Team Effectiveness
• Leadership and People Development
• Managing for High Performance
These themes are all encompassing, enabling us to attract and retain the best people and provide support to
ensure we can deliver a service which is of the of the highest standard.
The Strategy has endeavoured to include actions, which involve our staff from associated strategies,
however as a number of them are currently under development it is likely that the Strategy will be updated
and refreshed accordingly. Within each theme we have detailed the business drivers and the success factors.
This strategy will be supported by an action plan to implement the actions and for monitoring purposes.
This would be supported by a communications plan and will use a variety of vehicles to ensure it is
embedded and brought to life as part of the way we work.
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