Governor Workshop HR issues for governors In changing times

Jayne Dowden Director HR, Safety, Health and Environment Cardiff University Fellow Chartered Institute of Personnel and Development

CUC Guide for Governors 2004 The governing body has responsibility for the institution’s employment policies. This includes matters such as: ensuring that the HEI has a well-formulated HR strategy aligned with the institutional strategy and mission, and that due attention is given to HR issues at the corporate level ensuring that pay and conditions of employment are properly determined ensuring that the institution complies with the requirements of employment and other relevant legislation affecting employment (including inter alia Health and Safety at Work; Taxation; Immigration; Freedom of Information; Data Protection; Discrimination; Human Rights; TUPE; Consultation); ensuring that there are policies and procedures for appointments, promotion, staff development and performance review/appraisal.

What makes an effective Governing Body? Reflects ethos of the university Good understanding of the university All members engaged in debate Not just ratifying body for committees Well prepared and timely papers Understanding of exec/non exec boundaries Sir Andrew Cubie

How does the governing body know the University is performing Is it meeting mission and KPIs? Is it delivering Primary Responsibilities? Knows of student achievement Research and knowledge transfer achievement Community and business engagement Awareness of student support systems Annual accountability returns report reality Informed of problems eg OFFA, OIA, legal

ensuring that...due attention is given to HR issues at the corporate level

International staff & students & UKBA

UCU standpoint: another staff dimension it is far from clear what the impact of these rules will be on staff-student relations and whether staff will be expected to help police these new rules, and what the consequences will be if they refuse to do so any 'policing' activity undertaken by college and university staff is likely to have a highly damaging impact on pastoral and teaching relationships with students UCU

ensuring that pay and conditions of employment are properly determined

Staff costs ratios

Senior staff salaries: accountability and control

Russell Group comparators InstitutionVice-ChancellorTotal Salary £ (excl pension) Pension £ 1BirminghamSterling/Eastwood368,00051, 000 2Imperial CollegeK O’Nions354,0000 3NottinghamCampbell/ Greenaway316,05743,840 4LiverpoolBone / Newby303,00048, 000 5UCLM Grant293,37444,281 6OxfordHood/Hamilton371,00053,000 7ManchesterA Gilbert248,00039,000 8King's CollegeR Trainor272,00049,000 9SheffieldK Burnett271,00040,000 10LeedsM Arthur260,00060,000 11BristolE Thomas254,00060,000 12SouthamptonWakeham/Nutbeam251,00052, GlasgowRussell / Muscatelli250,00040,000 14CardiffD Grant246,00039,000 15WarwickN Thrift238,00036,000 16EdinburghT O'Shea231,00055, Queen's BelfastP Gregson218,00035,000 18CambridgeRichard/Borysiewicz223,00035,000 19NewcastleC Brink206,20047, LSEH Davies168,000 (interim) 0

Welsh Universities: £100k+ earners BBC Panorama, September 2010

HE Pay determination?

UK national? Mission group? Regional/devolved nations? Regional Pay? Local? Academic? Academic related/professional? Support staff?

Pensions

Private schemes USS – second largest scheme in UK 2008: 103% funded, surplus £707 million 2011: 92% funded, deficit £2.9 billion 2012: 77% funded, deficit £9 billion (after contested changes) Self-Administered Trusts* Changes made at Bangor, Swansea, Cardiff Public sector schemes TPS – unfunded scheme, no surplus or shortfall LGPS * NHS * Financial Reporting Standard 17 (FRS17) applies to these schemes and liability on the balance sheet

ensuring that there are policies and procedures for appointments, promotion, staff development and performance review/appraisal.

Return on investment Research Assessment Exercise Quality Assurance: periodic review Institutional KPIs Unit Annual performance measures Individual performance appraisals

Academic engagement Academic culture? Academic freedom? Academic engagement? WIFM? "For HR, academic staff are just drones to be classified, measured, assessed and used or disposed of accordingly. Insight, inspiration, the advancement of human knowledge and civilisation? Oh no, say HR, we need benchmarks, impact statements, performance evaluations, and in the end it is about cutting jobs and getting people to do more with inadequate resources. Tools of managerialism.“ Guardian Higher Education Network: Blog response May 2012

Discussion: How best should governors ensure that HEIs meet the people management challenges of these changing times?