Edge Hill University Human Resources Annual Report

Human Resources Annual Report 2010 / 2011

Š Edge Hill University 2011 You may reproduce this material, free of charge, in any format or medium without specific permission, provided you are not reproducing it for financial or material gain.

You must reproduce the material accurately and not use it in a misleading context. If you are republishing the material or issuing it to others, you must acknowledge its source, copyright status and date of publication. While great care has been taken to ensure that the information in this publication is accurate at the time of publication, we accept no responsibility for any errors or omissions.

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First Published: August 2011

Further copies may be obtained from: Human Resources Edge Hill University St Helens Road, Ormskirk Lancashire, L39 4QP, UK

Contents

Introduction

2

Executive Summary

3

Highlight on: Business Support

4

Highlight on: Organisation Development (OD)

5

Highlight on: Staff Health and Well-being

6

Highlight on: Recruitment & Helpdesk

7

Highlight on: Management Information (MI)

8

Highlight on: Staff Training and Development

9

Staff data as at 31st July 2011

10

Key Performance Indicators - Human Resources Strategy 2010 – 2011

15

Benchmarking and Awards

22

Key themes for 2011/2012

23

Introduction

Being a Vice-Chancellor is either a very complex job - 25000 students, 3500 employees, ÂŁ100m+ turnover, major landlord, developer of facilities and, most important of all, educator - or it is a very simple job.

I'm only equipped to do the simple job, which means focussing on four things - the quality of everything we do and its fitness for purpose; how we ensure that these strengths are understood and accepted, internally and externally; ensuring the financial and business integrity of the University and the security and investment capacity we gain from this; and, most of all, on the knowledge, skills and commitment of all the people who work in the organisation.

Thousands of individuals with common goals and an accepted set of values, an understanding and ownership of strategy and direction of travel, a willingness to innovate and take measured risks and, above all, a desire day-in, day-out, to offer the best quality learning and living experience to every stakeholder.

Successful organisations are built on such fundamentals, and there is great satisfaction in being part of such an organisation. Edge Hill University has made, and will continue to make, important strides on this journey and I thank you and my colleagues in the Human Resources team for the part you can, do and will play in this.

Dr. John Cater Vice-Chancellor Edge Hill University

2

Human Resources Annual Report 2010/2011

Executive Summary

This is the third annual report on Human Resources (HR) at Edge Hill University and it covers the period 1st August 2010 to 31st July 2011.

During the year there has been an unprecedented level of turbulence and uncertainty in the sector generated by a new government and significant policy change most notably impacting on funding. Competition has increased along with student expectations and we are fully aware of the challenges to come.

The University has responded to these challenges by focussing on key business objectives. During the year the service has worked with Directorate, Deans and Directors to ensure staff are fully informed of changes, understand why decisions have been made and are able to remain focussed on the task at hand.

Communicating these significant changes in a way which keeps staff informed but does not generate undue concern has been a key task for leaders and managers across the University.

Staff engagement continues to be a priority as it is the contribution and achievements of staff which has made this such a successful year for the University.

During the year the Business Partner model began to produce business benefits and receive excellent feedback. The strategic approach to well-being was recognised with the Times Higher Leadership and Management nomination. Investors in People assessment resulted in the IiP Award for Health and Well-being and the assessment of Leadership and Management across all areas of the University resulted in the IiP Gold Award.

Human Resources Annual Report 2010/2011

3

Highlight on: Business Support

Developing relationships with business partners has been a key focus during the year. Understanding the business needs of the Faculties and Services and ensuring a service is provided which enables progress on key business objectives has been the main driver for the Business Support teams. So far feedback from line managers has been very positive.

A significant amount of direct support has been provided to assist managers in effectively dealing with a variety of staffing issues leading to successful outcomes.

A survey of managers in November 2010 provided feedback which then informed the annual HR Action Plan for service development. A major review of absence provided managers with detailed information on costs and working days lost and resulted in a revised policy. A new approach to absence training has been developed and will be implemented in the new academic year.

The team have worked with the Faculty of Health to pilot the new approach to absence management which has resulted in a significant improvement in attendance and a considerable cost reduction. The teams have also assisted with restructures and transfers following the withdrawal of funding.

Key Developments 2010/2011

• • •

• • •

4

Introduction of Managers Questionnaire and action planning based on feedback received A wide ranging absence review and implementation of recommendations Review of Associate Tutor and secondment process resulting in streamlined processes and direct positive feedback Support for managers and teams facing significant change Development of monthly reports to aid effective business planning for Directorate and senior managers Direct support for outreach centres

Human Resources Annual Report 2010/2011

"We have regular contact with our Business Partner, who is able to give us advice and guidance on points that are likely to be of concern to the teams we line manage, as well as helping us deal with issues as they arise" Matthew Cochran, Faculty of Education “I have found the discussion, information and guidance from the Business Support team over the year invaluable.

HR managers have been exceptionally helpful and supportive” Mark Schofield, Dean of Teaching and Learning

Highlight on: Organisation Development (OD)

“At Edge Hill University, OD is used to make people feel that they are part of the change, that they are engaged” RSM Tenon (Internal Audit)

It is important that significant change is managed effectively, that staff are engaged throughout and the final outcome meets the needs of the business. In 2010 OD interventions have supported teams to achieve changes in culture, standards, structures, roles and responsibilities.

OD plans are developed based on business need and with input from staff to scope and implement the necessary change and to ensure the effective deployment of the staffing resources.

Restructures have been managed with the full engagement and involvement of staff whose contribution and support has enabled viable and sustainable structures to be developed and to achieve improvement in delivery to students.

Following discussions with senior managers, briefings have been provided to line managers on managing change, performance management, raising the bar, staff motivation and staff engagement. Feedback from those attending has been positive.

The University’s approach to OD was the subject of a full audit in June 2011.

The subsequent report was positive and verified that the approach used is effective and meets the University’s needs.

Key Developments 2010/2011 • • • • •

Restructure of two central services On-going review of Facilities Management Tailored development in Faculty of Education and Facilities Management Guidance to managers on staff engagement Performance Management development for line managers

Human Resources Annual Report 2010/2011

5

Highlight on: Staff Health and Well-being

A “whole person” approach to well-being has been implemented this year with a focus on work, health, family, finance and social. The Health and Well-being week in January and the Financial Well-being Week in May proved very popular and received excellent feedback. Well-being worked alongside health and absence management to provide support for the top 10 reasons for sickness absence providing staff with a range of focussed support.

Social events such as the annual staff BBQ provide an opportunity to recognise the contribution and hard work of staff and for the University to come together and enjoy time together.

The team on behalf of the Staff Partnership Group co-ordinate the annual Staff Questionnaire which saw the highest number of responses since the survey began.

The service specification for an in-house Occupational Health Service was developed. Recruitment has taken place and the service will become operational in September 2011.

In June 2011 the University became one of the first in the region to receive the Investors in People Well-being Award. Well-being also provided the basis for the submission for the Times Higher Leadership and Management Awards 2011 nomination.

Key Developments 2010/2011

• • • • •

6

Christmas Market, December 2010 125 Staff Party, December 2010 Well-being Week, January 2011 Financial Well-being Week, May 2011 Free Family Film Club

Human Resources Annual Report 2010/2011

“Well-being is one of the most important aspects of our lives as it encourages engagement and provides staff with an opportunity to meet new colleagues in an informal and relaxed environment" Brenda Simons, Unison Branch Secretary

Highlight on: Recruitment & Helpdesk

“There have been improvements using online applications and this has received very positive feedbackfromthelinemanagers” Bill Hancox, Director of FM “I’ve had really superb support from the Recruitment and Helpdesk teams.

Their helpfulness and attention to details has been superb” Mike Bradshaw, Head of English and History

To be sustainable in the longer term the University must be able to attract the very best talent available. There have been a number of developments in the year to attract quality candidates particularly those with a national and international research profile.

Working closely with academic colleagues the Recruitment and Helpdesk team have reviewed and streamlined systems to make Associate Tutor recruitment more efficient. Recruitment materials have been redesigned to ensure they align to the brand and that key messages are included to enable recruitment of research active staff.

A wide range of selection tests have been utilised to support the recruitment decision including psychometric testing facilitated in-house by professionally qualified staff. 94% of vacancies are filled first time, considerably higher than the regional norm of 84% (UCEA).

Recruitment specific micro-sites have been developed for advertising of senior posts and narrative from EHU staff has been used in recruitment to provide candidates with a true sense of what it would be like to work for Edge Hill.

Over an 18 month period there has been a 39% increase in the number of applications received reflecting the challenging external environment.

The HR Helpdesk has been restructured to enhance the service to customers and build upon the excellent feedback received in the 2010 Managers Questionnaire.

The Helpdesk now incorporates general enquiries for the Staff Development Team.

Key Developments 2010/2011 • • • • • •

Development of micro-site to attract research active candidates Development of recruitment web pages to include ‘staff views’ Provision of electronic applications for recruiting managers Rationalisation of CRB applications Job adverts now produced in-house resulting in a significant cost reduction Streamlined system for Associate Tutor recruitment

Human Resources Annual Report 2010/2011

7

Highlight on: Management Information (MI)

In these times of change the availability of relevant, accurate and timely information is essential to support managers responsible for making significant business decisions and managing the performance of the University.

To enhance the quality and availability of staff data, the MI team have established a working group, involving IT Services and Finance, to identify priorities to further develop the functionality of the Resourcelink system. Through this group the team are working with IT, seeking to enable desktop access via the MYVIEW facility.

The MI team have worked with the Deans and Directors to develop a range of staff related data now provided on a monthly basis and feedback from the Managers Questionnaire has informed improvement in recording and reporting of staff data.

A full audit of staff data was undertaken enabling improved information to be provided in the Higher Education Statistics Agency return and ensuring that all staff related reports are accurate and up to date.

Systems development has also taken place to enhance recording of absences, absence costs and working days lost. The MI team worked with colleagues to develop business systems to enable the provision of electronic job applications to managers and streamlined processes for management of Associate Tutor hours.

Key Developments 2010/2011

•

• • • •

8

Establishment of a working group to identify and prioritise areas for further system development Enhanced recording and reporting on absence Comprehensive monthly staff data reports to Deans and Directors Development of e-systems to support key business process in recruitment, absence and managing Associate Tutor hours Audit of staff data

Human Resources Annual Report 2010/2011

“HR have worked hard over the past year to refine and expand the detailed management information made available throughout the University to aid decision making. This has undoubtedly enhanced the quality of the University experience for both staff and students alike.”

Steve Igoe, Pro Vice-Chancellor

Highlight on: Staff Training and Development

“Access to learning and development is exceptionally open and flexible” “A good culture of continuous learning, many examples of innovation and ways of matching learning to styles needs and working patterns” Investors in People Report

During the year, in addition to the central development programme, support has been provided to Faculties and Services in developing and facilitating training programmes that are tailor made to meet their specific requirements.

Team development has been a key feature and a great deal of support has been provided for teams during and following periods of significant change such as restructure or merger.

The service has sought to ensure provision remains aligned to the needs of the University with the formation of a User Group who oversee the implementation of the Staff Training and Development Strategy.

The Staff Development team have been proactively involved in a major review of the Single Equality Scheme following the introduction of the Equality Act. A developing feature for the service is the support provided to students via teaching, facilitating psychometric testing to enable professional development and personal development such as assertiveness skills.

The University has been an Investor in People for many years and received increasingly positive feedback from the IiP Assessors. The team co-ordinated the application process for IiP and in June 2011 Edge Hill became one of the first Universities in the country to receive IiP Gold Award for Leadership and Management across all areas.

Key Developments 2010/2011

• • • • •

Introduction of customer led User Group Tailor made development for Faculty Managers Support to students to enable professional development Enhanced reporting on the uptake of performance review Co-ordination of the Investors in People Gold Award – Leadership and Management

Human Resources Annual Report 2010/2011

9

Staff data as at 31st July 2011 Provided on the following pages is a summary of key data relating to staff employed at Edge Hill University during 2010/2011. The reporting year has been brought forward by one month to aid business planning hence comparative data for 2009 and 2010 being stated as at 31st August.

All staff data is managed in accordance with the Data Protection regulations and professional best practice as identified by CIPD. Figures are provided for total staff, which includes anyone who has received a salary payment through the payroll during 2010/2011.

Establishment staff includes all those who are paid on the single 51-point pay spine or the management pay spine.

Staff data is collected and analysed throughout the year. It is used in anonymised form and is included in annual returns to the Higher Education Statistics Agency and to Teachers Pension and Local Government Pensions as required.

Data is used in strategic and workforce planning to identify trends and ensure the effective deployment of the University’s most valuable resource, its staff.

With the removal of the Default Retirement Age more detailed data relating to retirement has been provided.

Overall there continues to be a growth in staff numbers which reflects the overall growth in the activity of the University. A particular factor this year is the low staff turnover reflecting the current economic climate but also internal opportunities for progression.

The University has sought to be an Employer of Choice and there is clear evidence that it is succeeding, i.e.

• • • • • • • • •

10

Very low staff turnover 72% increase in job applications to work here over the last two years 94% of vacancies filled first time No equal pay issues identified in annual audit Positive feedback from external independent assessments (Best Companies, Investors in People, Audit) Excellent feedback from Staff Questionnaire. 90% believe Edge Hill is a good or excellent employer and 91% are fully committed to their role Achievement of 20th position on the Sunday Times Best Places to Work for in the Public Sector list Investors in People Gold Award Investors in People Good Practice Health and Well-being Award

Human Resources Annual Report 2010/2011

Contract Data

31st Aug 09

31st Aug 10

31st Jul 11

Support staff4

579

606

605

Academic staff3 Service staff5

Senior Managers6

Establishment staff2 Associate Tutors7 Casual Staff8

Total of all staff1

413

162 85

1239 331 511

2081

423 168 86

1283 348 505

2136

439 181 90

1315 423 555

2293

Full Time9

879

908

946

Establishment staff

1239

1283

1315

Permanent11

1117

1152

1177

Establishment staff

1239

1283

1315

Part Time10

Fixed Term12

360

122

375

131

369

138

1 Everyone who has received a payment for work completed in year. A 6.3% increase on 2010 2 Establishment staff includes all staff employed on the single pay spine or management pay spine. A 2.5% increase on 2010 3 3.8% increase 4 Static 5 7.7% increase 6 4.7% increase 7 Associate Tutors who made a claim in year. A 5.8% increase on 2010 8 Casual staff who made a claim in year. A 5.3% increase on 2010 9 71.9% of establishment staff work full time 10 28.1% of establishment staff work part time 11 89.5% of establishment staff are permanent 12 10.5% of establishment staff are in fixed term roles

Human Resources Annual Report 2010/2011

11

Leavers

31st Aug 09

31st Aug 10

31st Jul 11

Leavers1

74

102

103

Turnover as a result of voluntary resignations3

3.9%

2.3%

3.1%

Turnover2

6.1%

8.1%

7.9%

1 Includes all leavers 2 Including those who have left for a range of reasons 3 Turnover remains very low as a result of a number of factors i.e. few external opportunities, Edge Hill is considered a good employer and staff wish to stay. Uncertainty in the sector and region

Equality Data

31st Aug 09

31st Aug 10

31st Jul 11

Female2

805

841

863

Male1

Disability3

434

50

442

47

1 34.4% male establishment staff 2 65.6% of female establishment staff 3 4.3% of staffing establishment declaring a disability following receipt of the Two Ticks Disability Award, this is a slight increase

12

Human Resources Annual Report 2010/2011

452

57

Ethnicity1

31st Aug 09

31st Aug 10

31st Jul 11

White Irish

21

21

21

White British

Other white background Chinese

Black or Black British - African

1166 21 6 2

1212 27 7

2

1232 30 9 3

Black or Black British - Caribbean

3

2

2

Asian or Asian British - Pakistani

2

2

3

Asian or Asian British - Indian

2

3

3

Asian or Asian British - Bangladeshi

1

1

2

European

2

2

2

Other Asian background American

Mixed White & Black African

1

1

1

0 0

0

1

0

0

Mixed White & Black Carribbean

0

0

1

Other mixed background

3

2

2

Mixed White & Asian

Other Ethnic background Not known

Establishment staff

0 1

6

1239

0 1

1

1283

1

3

0

1315

1. 2.4% establishment staff recorded non-white ethnic origin, this is slightly higher than the local community

Human Resources Annual Report 2010/2011

13

Age Profile

31st Aug 09

31st Aug 10

31st Jul 11

19-25

59

71

69

0-18

26-35

238

46-55

434

308

36-45

3

252 311

437

3

250

303 459

56-65

190

206

227

76-85

0

0

0

Pension Membership

31st Aug 09

66-75

2

86+

0

3

0

31st Aug 10

4

0

31st Jul 11

TPS

458

482

526

USS

7

14

16

Retirement

31st Aug 09

31st Aug 10

31st Jul 11

Early Retirement - under age 65

1

13

2

3

66-70

2

3

1

81+

0

0

0

LGPS

667

Total Retirements

Age Retirement - at age 65 Age 65 + retirements 70-80

19

0

Ill Health Retirements

85-year rule Retirements

14

8

2 1

Human Resources Annual Report 2010/2011

701

24

18

0 1

0

718

16

11

0 1

0

Key Performance Indicators Human Resources Strategy 2010 - 2011 Key Performance Indicators are identified within the Human Resources Strategy and enable us to assess HR performance against external and national benchmarks.

The following table of data provides information on HR activity as it relates to key policies such as recruitment, progression, absence, well-being, pay and development.

Included for the first time this year is the data relating to reasons for absence.

This information is being used to link directly to well-being initiatives and the development of guidance for managers to focus support where it will be most beneficial.

Very positive feedback was received from the Staff Questionnaire and this was verified by the findings of the Investors in People assessment.

All figures are based on establishment posts unless otherwise stated.

Human Resources Annual Report 2010/2011

15

1. Recruitment Academic posts

31st Aug 09

67

31st Aug 10

90

31st Jul 11

98

Support posts

103

144

87

Senior Manager posts

11

10

7

Service posts

Associate Tutor posts

Total number of vacancies1

33 51

265

33

86

363

46 53

291

New posts

98

103

86

Vacancies filled first time

245

338

274

Replacement posts

% vacancies filled first time2 Job Applications3

Number of appointments

Number of Associate Tutor appointments

167

92.0% 3121 156

138

260 93.1% 4148 206

227

205 94.2% 5399 195

259

Internal candidate promotions

58

80

60

Average cost per post

£871

£559

£562

Total cost of advertising4

£231,000

£203,000

£163,617

1 As predicted a reduction (19%) in the number of posts advertised following, the rise last year to accommodate student numbers. Overall the figure remains high 2 High level of job applications due to improved University profile but also reflects impact of low level of vacancies regionally 3 An improvement achieved due to the work completed on recruitment micro-site and in-house advertising 4 The production of adverts in-house and using websites and online technology has enabled an overall reduction in advertising costs

16

Human Resources Annual Report 2010/2011

2. Flexible Working

31st Aug 09

31st Aug 10

31st Jul 11

Accepted1

-

-

11

Formal flexible working requests Declined2

18 -

16 -

16 5

1. First year of recording breakdown 2. First year of recording breakdown

3. Maternity / Paternity / Adoption1

31st Aug 09

31st Aug 10

31st Jul 11

20

32

Number of staff taking maternity leave

17

21

Number of staff taking paternity leave

10

7

Number of staff returning from maternity leave Number of staff taking adoption leave

15 2

1

32 8

0

1. Figures refers to establishment staff commencing maternity/ paternity/ adoption leave during the period

Human Resources Annual Report 2010/2011

17

4. Sickness Absence & Support

31st Aug 09

31st Aug 10

31st Jul 11

% of working days lost

4.0%

4.0%

3.5%

Work Related Stress

6

8

14

Musculoskeletal

125

109

128

1 Flu

-

-

9.8%

3 Viral Illness/ infection

-

-

5.3%

% of establishment staff reporting sickness absence Average working days lost per person

Total number of staff diagnosed with: Stress & Anxiety

Top 10 reasons for short term absence in year1 2 Chest Infection 4 Back Pain 5 Cold

56.0% 9.1

38

-

-

61.0% 8.9

39

-

-

60.9%

8.0

33

9.8% 3.6%

3.6%

6 Stress

-

-

3.5%

8 Upset Stomach

-

-

3.0%

10 Surgical Procedure

-

-

1.9%

Total number of staff with period of absence exceeding one month2

113

87

80

7 Post Operation Recovery 9 Throat Infection

-

-

3.3%

2.3%

Number attending absence management training

10

3

17

Number of Access to Work applications

3

1

2

Number of referrals to Occupational Health Adjustments under DDA

Staff accessing the Counselling Service

90

36 43

136 33

62

198 55

53

1 Data now available due to improved reporting. Enhanced reporting has enabled absence reason to be directly linked to well-being initiatives 2 Reduction due to earlier interventions and referral to OHS

18

Human Resources Annual Report 2010/2011

5. Equal Pay Audit

31st Aug 09

31st Aug 10

31st Jul 11

661

720

Establishment posts on 51 point pay spine

1217

1263

Posts covered in Equal Pay audit

1934

1924

Associate Tutor

Number of posts where Equal Pay issue identified1 Equal Pay Claims

716

0

0

0

0

1335

2055

0

0

1 A thorough process of audit takes place, based on JNCHES best practice and for the fourth year running no equal pay issues have been identified

6. Staff Development Corporate Programme

31st Aug 09

31st Aug 10

31st Jul 11

384

364

University Spend per person

£326

£338

Number of events run

248

293

Number of events planned Total number of attendees

Average number of attendees per event

362

2519

2483

10.2

8.5

£338 278

2216 8.0

One to one coaching's

91

124

66

7. Organisational Development

31st Aug 09

31st Aug 10

31st Jul 11

Meetings, 1:1 or small groups

101

151

72

Attendees

229

OD projects

Planning /development days

7

11

10 17

204

9

31

111

Human Resources Annual Report 2010/2011

19

8. Staff Social & Well-being

31st Aug 09

31st Aug 10

31st Jul 11

Number of Social events

30

42

62

Total number of events

Number attending Social events1

Number of Health & Well-being events / initiatives2

Number attending Health & Well-being events / initiatives

53

3464 23

413

65

7330 23

439

103

3868 49

3126

1. 2010 included the 125 celebrations 2. Increased activity as a result of health and well-being week in January and Financial Well-being week in May

11. Pay

31st Aug 09

31st Aug 10

31st Jul 11

Academic staff

7.0%

2.7%

2.3%

Average % increase1

6.8%

2.2%

Support staff

6.7%

2.9%

2.2%

Senior Managers

3.5%

1.0%

1.8%

Service staff

Average Salary Academic staff

7.7%

£42,510

2.4%

£44,613

1.9%

£45,159

Support staff

£23,447

£23,871

£24,140

Senior Managers

£57,031

£57,605

£57,105

Service staff

£15,444

1. Includes annual pay awards increments and temporary positions

20

2.7%

Human Resources Annual Report 2010/2011

£15,323

£15,675

12. Staff Questionnaire

31st Aug 10

31st Jul 11

31.0%

39.0%

43.6%

Excellent Employer2

29.0%

39.0%

43.1%

Average Employer

14.0%

9.0%

8.1%

Number of responses returned1 % returned

% of staff who believe Edge Hill is Good Employer Poor Employer

Very Poor Employer

Feel committed to their role

31st Aug 09

480

56.0% 1.0%

1.0%

-

537

49.0% 2.0%

1.0%

89.0%

642

47.4% 1.1%

0.3%

91.0%

1 19% increase in returns 2 90% believe Edge Hill is a good or excellent employer

Human Resources Annual Report 2010/2011

21

Benchmarking and Awards The University’s performance as it relates to Leadership, Management and HR is evaluated annually. Each year the HR service participates in an audit which evaluates procedures, compliance and systems. Every two years the University is reassessed by Investors in People for its approach to Leadership and Management.

The annual Staff Questionnaire provides real genuine and sometimes uncomfortable feedback from staff which then feeds into action plans, initiatives and the development of policy and procedure. The University also tests its practice through national benchmarks such as Best Companies and the Times Higher Leadership and Management Awards. More targeted assessment is achieved through evaluation by specialist’s organisations e.g. Tommy’s, support for pregnant women, Two Ticks, support for staff with disabilities.

22

1.

Investors in People Gold Award In July 2011 the University was assessed by Investors in People across all areas of the University on leadership and management. Edge Hill was subsequently awarded the Investors in People Gold Award.

2.

Investors in People Good Practice Health and Well-being Award In July 2011 the University was assessed by Investors in People on it’s approach to staff health and well-being and subsequently received the award.

3.

Nominated for Times Higher Leadership and Management Award 2011 – Outstanding HR Team In June 2011 the University was nominated for its approach to health and well-being.

4.

Best Companies In 2010 the University achieved 20th place on the Sunday Times list Best Places to Work for in the Public Sector. The 2012 Award application is in progress.

Human Resources Annual Report 2010/2011

Key themes for 2011/2012 Each year the Human Resources Action Plan is informed by business intelligence, business objectives and feedback from managers. During 2011/12 the following themes will be areas for development, review and action.

1. Performance Management Guidance advice and training will be provided to managers and staff to enable issues of poor or under performance to be successfully addressed. The University will seek to develop management and leadership capacity across all areas in order that a culture of excellent performance is developed.

2. Change Management We recognise that change is inevitable and will occur due to the turbulent external environment. Dealing with this change effectively will be vital if the University is to be sustainable in the long term. Staff engagement and communication are key elements when planning change. Guidance and support will be provided to managers via the OD team and staff development.

3. Staff Well-being The health and well-being of staff will continue to be a key priority for the University. We will seek to ensure that staff feel valued and properly supported when experiencing ill health. Staff will be provided with opportunities to socialise and achieve a work-life balance. The aim will be that staff feel they are valued and that their contribution is recognised.

4. HR Strategy During 2011/12 the HR Strategy will be revised to ensure it continues to be aligned to the needs of the University and that subsequent action plans include priorities identified by key stakeholders. We must ensure a “line of sight� from our HR strategy to the key success factors for the University, namely the recruitment and retention of students and the provision of an outstanding student experience.

Human Resources Annual Report 2010/2011

23

5. Recruiting Talent The drive to recruit the very best talent available will continue, with a focus on high quality research capacity and professional knowledge and expertise. Our approach to recruitment will be further developed to ensure media resources are used to maximum advantage, there is rigorous assessment at the selection stage and that the appointment process is streamlined and meets customer needs. In addition we will seek to ensure that prospective candidates are encouraged to apply by developing advertising to present a true reflection of the University and what it can offer as an employer of choice and great place to work.

6. Data Access and Quality – Development of MYVIEW Accurate data leads to effective decision making and further development will take place on systems and management information. Working with managers the provision of regular accurate and valued management information will continue to be developed to aid the effective deployment of the staffing resources and to support staff related decision-making.

7. Business Understanding All policies, procedures, systems and HR interventions will be developed based on a full understanding of business needs in order to achieve key corporate objectives and long term sustainability.

24

Human Resources Annual Report 2010/2011

And Finally

“I think the initiatives on health and well-being for staff have been excellent.

It shows that Edge Hill as an employer really does care for their staff and that is a morale booster as well as a health booster”

“Having taken advantage of a number of well-being initiatives, I should like to say these have been most welcome and have added positively to my life here at Edge Hill”

“All of my colleagues value, respect and work hard towards developing the Faculty. They feel passionate about their subjects and this all adds up to create a good working

“A Pro-active, forward thinking University that as a whole is very concerned about supporting staff”

Human Resources Annual Report 2010/2011

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Edge Hill University St Helens Road Ormskirk Lancashire L39 4QP T: 01695 584250 edgehill.ac.uk