Ronnie Magee Director of Human Resources University of Ulster
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Transcript of Ronnie Magee Director of Human Resources University of Ulster
Ronnie Magee
Director of Human Resources
University of Ulster
UK HE – A SUCCESS STORY
£59bn in value to UK Economy£7.9bn in export earnings2.5m Students370,000 Staff165 HEIs : +12 ‘new’UK : 2nd Favourite Destination: International
StudentsProduces 13% of World’s most highly cited paper81% Students ‘satisfied’ with their course
PERFORMANCE MANAGEMENT: DEMAND
Operational Demand
Institutional Demand
Sector Demand
ORGANISATIONAL DEVELOPMENT/ PERFORMANCE
What it says on the tin!
Strategic
Corporate Plan/Objectives
Core Strategy Objectives Government/HEFCE/UUK/CUC/Governing
Bodies
ORGANISATIONAL DEVELOPMENT/ PERFORMANCE
Long Term Sustainability
Rapidly Changing Sector - Nationally- Internationally
Pressures – Challenges for Sector
UK SECTOR PRESSURES
KIS
HEAR
Recruitment and Retention
NSS
Brand and Reputation
League Tables
KEY INFORMATION SET (KIS)
Student Satisfaction Quality of Course Staff Good at Explaining Things Staff Made Subject Interesting Advice and Support with Studies Feedback on Work (prompt?) Library/IT Resources Assessment Methods Used Professional Body Recognition of Course
KEY INFORMATION SET (KIS)
CostTuition FeesAccommodationBursaries/ScholarshipsVFM
EmploymentDestination of StudentsGraduate JobsSalaries – Graduate Jobs
METRICS: CORPORATE - HR
Governing Bodies Want Metrics that Show Outputs
- Quantitive- Qualitive
BUT – Address Corporate Plan Objectives and Core Objectives and Add to the Bottom Line
KEY QUESTIONS FORHEIs and HUMAN RESOURCES
How can HR contribute to increasing efficiency, reducing cost and enhancing the student experience?
How can HR facilitate the adjustments that will be needed to respond to the different needs of part-time and distance learning?
How can HR help Universities gear up towards being more competitive?
How can HR help contribute to the enhancement of assessment and feedback?
KEY QUESTIONS FORHEIs and HUMAN RESOURCES
What are the IR and ER implications of changing practices in Academic Departments?
Do your promotion and reward processes recognise excellence in teaching and academic enterprise as well as research?
What are the IR implications for your University of publishing KIS/HEAR etc?
Does your University have the capacity and capability to alter the nature of the relationship between staff and students (Enrich!)
KEY QUESTIONS FORHEIs and HUMAN RESOURCES
Does your University culture and relationship with your Students’ Union support the provision of feedback on the performance of individuals (Imperial)?
Do your staff have the capacity and skills to work with business to better promote teaching, employer sponsorship, innovation and enterprise?
What can be done to help staff who have worked in HEIs gain a better understanding of Employers’ requirements?
KEY QUESTIONS FORHEIs and HUMAN RESOURCES
Could your University compete if another provider decided to target your part-time mature students or international students market?
HE in FE! Cheaper. How can you compete on cost?
How can HR influence design content and innovation?
WHAT SHOULD HEIs / HR SEEK TO ACHIEVE VIA PERFORMANCE
Enhance Individual Capability
Enhance Engagement
Enhance Institutional Capability
Enhance Performance of the Organisation and Individual
Contribute to the Delivery of the Corporate Plan and Core Strategies
Brand and Reputation
CONNECTIVITY
PERFORMANCE MANAGEMENT SYSTEM
Organisation Level/Corporate
Core Strategic Level
Faculty/School
Individual Goals
REWARD THE OTHER SIDE OF THE EQUATION
Ulster – Professors and Senior Management- Objectives → linked to Core Strategies
- Deliverables in Corporate Plan
- Progression is linked to achievement – not Automatic
REWARD THE OTHER SIDE OF THE EQUATION
Professors- Four Professorial Bands
Robust Open Criteria
- Three PathwaysResearch and InnovationTeaching and LearningAcademic Enterprise
REWARD THE OTHER SIDE OF THE EQUATION
Opportunity to Progress Within and Across Bands Subject to Performance
Assessment by Peers/School and Faculty
Capability Procedure
THE CASE FOR PERFORMANCE MANAGEMENT
Strategic – Corporate LevelPerformance of the Organisation
Linked to Metrics to achieve Corporate Plan (Connectivity)
Performance Management System – will deliver Performance Management of Individual and contribute to Organisation Performance/ Development