Human Resources and Organisational Development

University Mission Statement

The University Mission Statement can be found at:

http://www.canterbury.ac.uk/vice-chancellor/university-mission-and-aims.asp

Department of Human Resources & Organisational Development

 

Mission Statement

'Better management - better workplace - better performance'.

Service Level Statement

Human Resources and Organisational Development

1.  Department Aims and Objectives

The Department of Human Resources and Organisational Development is a central University department, focused on supporting the work and strategic aims of the University through the establishment of best practice and high standards in all aspects of people management and development.

Our mission is to work with University managers and staff to deliver a positive working environment that supports an excellent student experience, enables and supports all staff to give of their best and help to secure a sustainable future for the University. 

Our mission is underpinned by the following values which are reflective of the University’s values:

  • We value and are committed to a supportive working environment which will enable all our colleagues to to play their part in enriching lives through education.

  • We believe in the importance of our colleagues being treated as individuals, fairly and with dignity.

  • We believe in recognising and supporting the needs of the University and of our colleagues.

  • We are committed to enabling opportunities for development and life long learning.

We aim to achieve our mission via provision of quality services, advice, information and support that are all developed in partnership with governors, managers, staff and unions and delivered in a way which is timely, efficient, relevant and appropriate.  

The work of the department is led by the Director of Human Resources and Organisational Development, supported by an HR and Development Management Team (HRDMT) and organised into  3 operational teams:

  • HR Advisers

  • HR Operations (including Recruitment, Employee Relations & Workforce Information)

  • Staff Development including Leadership development

 Overall, as a department we seek to : 

  • Implement and review the University Human Resources strategy

  • Support managers to embed appropriate people strategies

  • Support department plans and priorities

  • Be proactive in anticipating and supporting HR implications of organisational change

  • Provide access to up to date and professional advice and guidance, making use of online and 'self serve' options where possible

  • Respond promptly and appropriately to requests made to HR&OD, aiming to resolve on first contact where possible.

  • Facilitate effective performance management

  • Produce accurate and timely management information

  • Provide transparent and effective HR operations in recruitment, employee relations, reward and grading and staff development

  • Support professional and personal development through an integrated approach to a wide range of staff development options

  • Produce operational team service level statements and standards, reviewed annually

2. Human Resources and Organisational Development Strategic Priorities 2007/11

“In order to make our contribution as a distinctive university, a key priority is to ensure that we recruit, retain and develop all our staff. Without this we will be unable to achieve the priorities set out in this Plan… we therefore intend to continue to provide a working environment in which all staff feel valued and are able to give of their best”

(University Strategic Plan 2006-2010)

The University Strategic Plan sets out eight priorities, which all have implications for our approaches to people management and strategy.

How this will be achieved is set out in the accompanying University HR strategy which currently runs from 2007-11. The strategy is summarised here in 4 key areas:

2.1 Enhancing partnership working and policy/process consultation with managers to develop a more proactive approach to people management and to enable /empower managers

·         Providing a wider range of reward strategies fit for purpose

·         Strengthening grading and recognition – including appraisal and contribution

·         Reviewing use of flexible employment practices

·         Providing clear and reliable workforce information

·         Developing process for improving the contribution of all talents and improving succession planning

·         Provide effective structures and processes for performance management

2.2 Delivering strong, efficient and transparent transactional services

·         Ensuring effective and efficient ‘core’ Human Resources processes, including implementation of the University Establishment Model and employee self service

·         Reviewing and improving where needed key ‘entry to exit’ processes from appointment to termination of employment.

·         Improving ICT and business processes

2.3 Understanding the organisation to ensure a real student and ‘client’ focus

·         Working to understand the needs and issues of managers

·         Delivering more of a ‘business partner’ approach to work in partnership with managers to plan for and meet challenges and solve problems

·         Developing a customer focus and quality service in all aspects of our work

·         Increasing the strategic impact of our Staff Development provision

2.4 Improving employee engagement

·         Improving employee engagement, consultation and negotiation

·         Focusing on equality and diversity in real and tangible ways, such as improving equitable access to appropriate and relevant staff development

·         Developing a range of flexible employment practices and taking noticeable steps to improve staff well-being

·         Developing managers  to be effective people managers

·         Embedding the Leadership model across the leadership spectrum

·         Strengthening the Human Resources Forum

3. Inclusion, Representation and Communication

To realise our University values and support achievement of our University strategic objectives, Human Resources needs to ensure it adopts a fully inclusive and representative approach in the way it conducts its’ work and engagement with the wider University. The needs of our diverse body of staff should be recognised and incorporated where possible to achieve our values of equity and fairness and to encompass best practice.

To support this, we will endeavour to ensure we have in place effective communications across all locations and all staff groups. While most of the Department of HR&OD is based at Canterbury, one member of staff is based at Salomons to service that location and Medway. Other department staff will also visit  University locations as appropriate and required and use their participation in and membership of University committees and forums to support effective representation and communication.

Senior members of the department are members of:

  • University Equality & Diversity Committee
  • Equality & Diversity Working Group
  • Staff Development Committee
  • Employment and Staffing Committee
  • Learning and Teaching Forum

Staff Development events and activities, such as staff conferences, are rotated across University sites and local provision to meet need (for example, using local FE colleges) is facilitated as far as possible.

HR and development will also maintain close links with the University Equality and Diversity manager and maintain ongoing evaluation of HR process, policy and practice to embed equality and diversity in all our activities. 

The department also ensures all members are involved, consulted and engaged in service planning, review and delivery by a structured meetings structure, the aim of which is to:

  • Provide a mechanism to review and revise strategy and progress
  • To provide a joined up and fully informed approach to our decision making and service delivery
  • To ensure we have 2 way communication between ourselves and the wider University community so we are equally pro-active and reactive
  • To ensure all department members are consistently and equally aware of the aims, progress and activities of the department and wider University

4. Monitoring and Review

In order to ensure that the work of the department is aligned with University strategy and plans, we will regularly review the effectiveness of our service delivery and our people management and development strategies.

The department is accountable to the University senior management team through University committees and SMT and Governing Body reports. These include the production of regular workforce monitoring reports, annual KPI report for the governing body and HESA returns.   

In addition, HR strategy and policy impact on the University Risk register which is monitored by the University Internal Auditors.

The University is also committed to assessment of its’ people development strategies and processes through the Investors in People standard, last achieved in February 2008 and due for re-assessment in 2011.

The HR&OD Department has also played a leading role in the development of the first University staff survey undertaken in Autumn 2008, which has lead to the development of an action plan for 2009.

Summaries of all the reports referred to above are published on the HR&OD web sites for staff and managers to view and will be used by the HRDMT to review progress and inform future planning at a departmental and University level.

Director of Human Resources & Organisational Development
March 2009

Department Title updated January 2012