Dr Lesly Huxley Positive inputs - Positive outputs Creating a positive working environment for research staff Improving Higher Education, Liverpool, 16 November 2005

2 Summary Some history –National and local drivers –Early local positive inputs and outputs A lot of present –Towards a positive working environment for all –Inputs and outputs for research staff –Difficulties and unintended consequences Some future –Inputs and intended outcomes

3 Why me? Eclectic career in University of Bristol since 1986 –HR; HR systems; Staff Development (research) –Researcher; PI; Director of R&D unit (ILRT) –Member of Research Staff Working Party Working with national bodies –Contract Research Online Survey (CROS) –Higher Education Staff Development Agency (HESDA) –The Leadership Foundation for Higher Education Director, Publications & Organisational Development

4 Some history: The 1990s - national initiatives ‘The Concordat’ (1996) “promoting the active personnel and career management” “importance of regular review and career guidance” Research Careers Initiative (RCI) ( ) “… monitors progress towards meeting the commitments of the Concordat and identifies and encourages good practice in the career management and development of contract research staff”

5 Some history: The 1990s - Locally “Research intensive” organisation 900+ CRS on fixed-term contracts Local responses –Development programme for research postgraduates and research staff (1999+) –Establishment of CRS Working Party (1999) –Survey of contract research staff (CRS) ( ) –Analysis and action plan for 2000+

6 Some history: The last four years Communication –Annual issue of CRS (now CROS) survey HEFCE funding, national benchmarking ‘club’ 15,876 CRS contributed since 2002 (55 HEIs) Renamed CROS (Careers in Research …) 2005 –CRS communication channels (Web, ) –Research Staff Conference: Bristol & Beyond 30th January delegates

7 Some history: The last four years Development –Programmes for research supervisors Difficult to identify who they were The ones who didn’t need it were the ones who came first –Wider programme for researchers Transferable skills New lecturers’ programme Introductory Diploma in Management (CMI) Action Learning and Coaching Still issues of permission to be involved

8 Some history: The last four years Employment –Statement of Good Practice –Dedicated part-time careers advisor –Pre-appointment/induction material online –Review of use of fixed-term contracts* –Recruitment campaign

10 Some history: A wider view Summer 2003 all staff survey (42% response rate) October 2003 results published University doing well in a number of areas Room for improvement Led by Professor Patricia Broadfoot, PVC

11 Result - PWE Commitment and plans 1. Staff Support and Development 2. Leadership and management 3. Communication 4. Physical Environment 5. Monitoring and Evaluation

Positive working environment “Making working life productive, rewarding, enjoyable and healthy”

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14 The mission statement for what the University is striving to offer to all Research Staff

/5 : 15 Actions 1.RS Reps Scheme (48 depts) 2.Use internal resource 3.Increase workshops 4.New marketing & PR 5.2nd annual conference 6.Contacts scheme with ex-RS 7.Regional network (support) 8.Develop Web site 9.Increase careers advice 10.Outline career paths 11.New FTC approaches 12.Women in research 13.Liaison with policy-makers 14.UK online survey for PIs 15.Establish mentoring scheme

16 Positive inputs and outputs for … Over 160 delegates 100% would recommend to others RS support staff - a learning opportunity

18 69% rated communication good (UK avg 56%) 25% on permanent contract (UK avg 5%) 66% received induction (UK avg 55%) 75% rated dept. induction ‘useful’ (UK avg 60%) 68% rated role induction ‘useful’ (UK avg. 55%) 37% received careers advice (UK avg 23%) 61% rated advice ‘excellent/good’ (UK avg 17%) 59% involved in staff review (UK avg 39%)

19 The present (continued) Voted 5th best place to work for postdocs Sir Gareth Roberts - keynote at the 4th annual graduate conference (14 September 2005): cites Bristol’s ‘progressive approach’, including contracts and dedicated staff responsible for research staff career management and development.

20 The present (continued) Full-time RS Career and Development Manager –241 appointments over last 12 months Targeted training increased (774 staff, 50 w/shops) –92% responding to evaluation would recommend them Academics with families network –47% RS are female; 28% lecturers/professors female –40 attended an inaugural network meeting Departmental projects fund (4/10 successful) Move to open-ended contracts*

21 Positive inputs = unintended consequences? FTC-> permanent ( ) –Redundancy procedure renegotiated –Supporting processes not quite ready –Risk assessment on the hoof –Increasing insecurity rather than decreasing Anger, demotivation, loss of ‘stars’

22 Redeeming features More strategic planning and resource allocation Potential for ‘pooling’ resource Greater honesty in dealing with staff Work reallocation policy ‘PossibleJobs’ system 82 through redundancy (previous year 622 FTCs ended)

23 Some future: Three year vision “Making the University of Bristol the place to work for the very best research staff from across the world”

24 Some future: 12 short-term goals 1.Appoint international staff adviser 2.Pilot PossibleJobs research interests system 3.3rd Bristol and Beyond conference 4.PI survey 5.Mentoring scheme for RS 6.Develop links with UKHERD network 7.Work with Leicester on impact evaluation 8.Common job evaluation 9.‘White Paper’ on careers 10. Additional careers adviser 11.Departmental project fund 12.Develop RS-specific induction

25 Long-term goals Level of PI involvement in and encouragement of RS careers High standard of transferable skills training delivered centrally On-the-job opportunities available to RS to develop management and research skills Level of understanding and involvement by RS in University plans Recognition of RS as central to University plan by all academic and support staff

26 PWE into the future 1st annual conference for technicians –LFHE/SW Staff Development Group project HEATED PWE ‘week’ : to become an annual event Increasing links across the University between PWE and other elements of organisational and individual development

27 Key contributors Christian Carter, Personnel Manager Sarah Musson, RS Career & Development Adviser