1. HUMAN RESOURCES AT LOUGHBOROUGH UNIVERSITY
Rob Allan
Director of Human Resources
May 2013

2. Working at Loughborough
Very friendly
Good atmosphere
Nice environment
Long serving staff
Quite bureaucratic/committee focussed
Not used to organisational change
Good “despite” not “because of” systems & processes

3. Staff Statistics 3200 staff (approx) Approx 50:50 split by gender
12% BME
78 nationalities (approx)
1.6% (declared) disabled
36% part time

4. What is HR/HRM? Replaced “Personnel” in 1980s
Personnel viewed as being more administrative and reactive (transactional)
HR viewed as being more strategic and proactive (transformational)
Public sector a little behind private sector?
Helping the organisation get the most from its staff. Helping managers manage.
HRM is every manager’s job

5. Context for HRM at L’boro
LU’s Strategy “Towards 2016” emphasises the need to develop the University’s approach to the management of its Human Resources
Past HEFCE feedback (2007) on self-assessment of people management at LU – “There was an absence of a clear commitment to on-going continuous improvement in people management.”

6. Towards 2016 (HR) Culture / Working Environment
Leadership Style and Management Development
Simplicity
Extend application of existing capabilities to include staff.
Appoint HRD & HR restructuring

7. Areas for post-HR Director arrival
Areas that required personal championing from new HR Director:
Agreed priorities from staff survey (2008)
Definition and implementation of revised HR structure
Capability development of HR staff
Performance & development review

8. Management at Loughborough
No book of Loughborough Management
Loughborough style?
Continuous Improvement
Role Models - Lead by example
Common sense
Accepting /Taking Responsibility
Not working in isolation
Corporate purpose

9. Common Organisational Challenges
Building organisational capability
Attracting & retaining talent
Building Performance
Building Commitment
Building HR Effectiveness (not just HR Dept)

10. Challenges for HEIs
Major funding challenges/uncertainty about the future
Doing more with less
Managing major change (restructures, redundancies)
Cost of absenteeism (Sickness costs approx £700 per person pa, so £2,240,000 to Loughborough)
Focus motivation and performance
Employer profile and reputation
Increased competition

11. Challenges Ahead

12. HRM Challenges Ahead
In challenging economic times, it is more important than ever to ensure that staff remain motivated, engaged, healthy and able to perform
HRM - far too important to be left to the HR Department!

13. Management Challenges
Performance management (incl attendance; discipline; grievance; nb. bullying/harassment)
Reward (incl JE)
Managing change (supporting staff)
Communication
Staff involvement/consultation
Workload/Bureaucracy
Staff Development (including career dev)
Develop our strengths as well as weaknesses

15. Getting the balance right

16. Absence Management Back to Work meetings
Improve data recording and review
Be aware (of all your staff)
Take action
Avoid absence culture
Communication
Leadership
Deal with poor performers

17. Reward National Pay Bargaining Local Pay Elements - Equality?
- Consistency?
- Supporting organisational objectives?
- Transparency?
Subsidiary companies

18. Reward Systems University Rewards (Financial & non-financial)
Inconsistency
Setting the bar too low
Consolidated v Non-consolidated?
Inappropriate promises
Perverse rewards
Passive
Job Evaluation

19. Job Evaluation Defence for Equal Pay claims Upward Grade Drift
Over graded jobs
Still cases of personal reward
Ops Comm process – wrong way round?

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

21. Recruitment Quality control Efficiencies Centralise
Move to E Recruitment
Temporary staff – best value?
Fixed term contracts

22. Staff Development Management & Leadership
- Action Learning sets Mentoring & Coaching
- Secondments People Management skills
Succession Planning/ Talent Pool
Career Development
PDR
Organisational Development
Equalities & Diversity
Induction

23. Employee Relations
Good relationships with Trade Unions (UCU; Unison; Unite)
Communication
Consultation & Negotiation (J.N.C.C.)
Policies & Procedures (nb Simplicity)
(n.b. performance; conduct; sickness;)

24. Redeployment & Redundancy
Organisation as employer
Internal adverts
FTCs
Tensions re Redeployment
Security of Employment (6 months)
Protection
Failure to consult
Avoidance of our own procedures

25. Staff Support Occupational Health Staff Counselling
Confide (Bullying & Harassment)
Career Guidance
‘Buddying’ & Mentoring
Staff Support Groups
SUPPORTING MANAGERS TOO

26. Equality & Diversity
consult & support staff across all diversity issues.
implement Single Equality Scheme
refresh the E & D training incl induction
ensure diversity issues are ‘main-streamed’
Ensure organisations meets its statutory duties (Equality Act 2010)
Treat individuals fairly & with respect

27. How are we doing?
Quarterly reports to HR Committee (HR scorecard/ KPIs)
Staff Surveys
Benchmarking
Accreditation
Publicise internally
What should be included?

28. Staff Survey (Org Culture)
Established where we were (2008)
Excellent results – response rate and scores
Some issues requiring attention
Interesting Benchmark data – for comparison with 2012 survey

29. Staff Survey 2012 64% response rate
92% (95%) felt it a good place to work
92% generally enjoy their work
80% understand core values
76% communication is effective
87% would recommend to a friend

30. Areas for Attention Communication Managing change (supporting staff)
Staff involvement
Workload/Bureaucracy
Efficiency
Training & Development (including career dev)
Performance management
Develop our strengths as well as weaknesses

31. ?
Questions