University’s Expectations of Managers Rob Allan Director of Human Resources September 2013

2 University Managers  What is a manager? There are managers of people, projects, finances, equipment. I will focus on managers of people.  What is “the University”? Easy to blame this corporate entity “the University” – but what is it? It is us – from the VC down to the cleaner

Managers  Expectations - No handbook that details what we require or expect of managers - Some references in job descriptions, but variable in content and detail. - Some indication in objectives?  My thoughts - consistent with those of senior colleagues (hopefully!) 3

Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it.

University Managers  A positive leader (L’boro style)  Gives clear direction & feedback  Corporate  A teacher  A student  Committed to continuous improvement  Fair and Consistent  Accessible 5

University Managers  Take Responsibility  Decisive and timely  Can be trusted  Effective and positive communicator  Knows when to seek help/advice  Loyal  Tolerant  Resilient 6

Accepting Responsibility 7

Support for Managers  HR  Finance  Planning  Staff Development  Policies/Procedures/Guidance documents (Recruitment & Selection; PDRs; Grievance; Disciplinary; Sickness: Reward Review; Overtime; Pay progression) 8

Employment Contracts  Offer  Acceptance  Consideration  Oral or Written  Express and Implied Terms  Custom & Practice

Recruitment & Selection The Aim is simple: Select the best person for the job 10

DISMISSAL OCCURS  When the contract is brought to an end by the employer (with or without notice)  When a fixed term contract expires and is not renewed under the same contract  When the employee ends the contract in circumstances where the conduct of the employer entitles him to do so.

FAIR REASONS FOR DISMISSAL  Capability or Qualifications  Conduct  Redundancy  Where continued employment would contravene a statute  Some other substantial reason sufficient to justify dismissal

Disciplinary Procedures  the means by which the organisation’s rules are observed and standards are maintained  provides a method of dealing with any shortcomings in conduct or performance 13

DISCIPLINARY PROCEDURES  Give right to be accompanied  Ensure that except for gross misconduct no employee is dismissed for first offence  Ensure that disc. action is not taken until case has been fully investigated  Ensure explanation is given of penalty imposed  Provide right of appeal and process

DISCIPLINARY RULES  Rules set standards of conduct at work  They should be fair, reflect the needs of the organisation and be written in a way that everyone understands

Disciplinary Actions  Verbal/oral warning  Written warning  Final written warning  Downgrading  Dismissal with notice  Summary Dismissal (ie without notice) 16

FAIRNESS - Key Tests  Judged on the facts known to the employer at the time of the dismissal  Judged on the facts which managers ought to have known before the decision to dismiss

Poor Performance  Raising the issue of poor performance  Constructive counselling  Use of appraisal systems (PDR)  Seeking explanations  Provision of training  Monitoring & supervision  Warnings  Alternative employment?  Dismissal - the final step!

Ensuring Understanding 19

Capability One of the fair reasons for dismissal identified in section 98(2) is CAPABILITY 98(3) ‘Capability’ means capability assessed by reference to skill aptitude, health or any other physical or mental quality. 20

Grievances A Grievance is… … a problem or concern an employee has about their work, working conditions or relationships with colleagues 21

Grievance? “We talk about it for 20 minutes and then we decide I was right." 22