The Recruitment and Monitoring of Staff in a Quality University

Siân Thomas, Dr. Allison O’Reilly and Katy Davies

Human Resources – strategic linksWhat informs recruitment and retention at UWIC?

UWIC’s Corporate Strategic PlanUWIC School/Unit PlansHuman Resources Strategy

UWIC’s Corporate Strategic PlanUWIC’s strategic aims are:

- to deliver its academic priorities;- to improve the match between staff capabilities and

organisational needs;- to strengthen UWIC’s market position;- having acquired research degree awarding powers,

to achieve University title.

UWIC’s Corporate Strategic Plan

To develop the academic staffing profile so that staff capabilities match organisational needs

To enhance the professional standing and experience of academic staff

Human Resources StrategyThe 3 key themes are:

Recruitment and retentionStaff training and development and improving

performanceHealth and ‘well-being’

Human Resources StrategyRecruitment/Retention

- Attracting the best candidates- Improving the academic staff profile- Retaining key staff

Human Resources StrategyStaff Training and Development and Improving Performance

- Continuous learning and development - Leadership and management development - Communication/information technologies

Human Resources StrategyHealth and ‘well-being’

- Occupational Health management

- Employee engagement through participation in workplace ‘well-being’ activities

Other InfluencesEmployment legislation Sex Discrimination Act 1975 and amendments e.g. 2005 Race Relations Act 1976 and amendments e.g. 2000 Disability Discrimination Act 1995 and amendments e.g. 2005 Employment Equality (Age) Regulations 2006 Employment Equality (Religion or Beliefs) Regs 2003 Employment Equality (Sexual Orientation) Regs 2003 Equal Pay Act 1970 and amendment Regs e.g. 1983

Chartered Institute of Personnel and Development (CIPD)

The Universities and Colleges Employers Association(UCEA)

Trade Unions

Recruitment and Selection Introduction

The success of UWIC as a Higher Education institutionis dependent upon the contributions made by its staff,therefore UWIC is committed to attracting, selectingand retaining the best possible candidates.

Effective recruitment needs to be planned and systematic.

Enabling Recruitment and Selection Corporate recruitment & selection trainingRecruitment & Selection Process - Management

GuidanceRecruiting managers fully understand and support

UWIC’s Equal Opportunities and Equality and Diversity Policies and Statements

Support for recruiting managers from the Human Resources Department

Recruitment and Selection The support and the resources available will ensure recruitment and selection at UWIC is:

Professional, planned, consistent and effective

Which will in addition ensure:Fairness and equality of opportunityUWIC maintains its image as a good employer

Job Descriptions/Person Specifications

Essential tools, used not only in the recruitment process but also to:

1. Clarify a potential applicant/current employee’s responsibilities within their role

2. Identify training needs3. Identify performance issues

Job Descriptions UWIC’s recruitment & selection process:

Provide the information needed in determining the selection criteria

Inform applicants about the primary purpose and principal functions of the job and its place within the structure of the organisation

Person Specifications Purpose is to make explicit the attributes required to

undertake the role in terms of education, experience, knowledge, skills etc

Applicants will be assessed against the criteria/attributes set out in the person specification

Criteria must be:Quantifiable, measurable and capable of being

tested

Role Analysis/Job Evaluation All job descriptions and person specifications are reviewed to ensure the role is analysed via job evaluation to ensure equal pay for work of equal value

Compliance with legislation

Tool used at UWIC - HERA (Higher Education Role Analysis)

Methods of Assessment

Consider the most appropriate methods of assessment for each criteria including:

Application form/Short listing StageInterviewPresentationTest

Attracting ApplicantsConsider appropriate publications/methods of attracting applicants

including: Internet/websites

http://www.uwic.ac.uk/jobs

http://www.jobs.ac.uk

Jobcentre PlusPaper based publicationsRecruitment agenciesHead hunters

Internal talent pool: Possible development or career progression

Key Stages to Recruitment and Selection

ShortlistingInterviewAppointment

Shortlisting StageRecruiting panels must adhere to the scheme of

delegation for recruiting panelsFollow UWIC’s guidance which follows ‘best practice’ Three panel membersEnsure that no discriminatory practices occurUse of the person specification to assess all candidatesShortlisting carried out independently by panel

members

Shortlisting Stage (continued)“Positive about Disability” double tick

Committed to interviewing all disabled candidates who fully meet the essential criteria

All shortlisted candidates must meet the essential criteriaShortlisting decisions based only on the information

contained in the application form relating to the person specification

Shortlisting must be an individual assessment not a comparison of candidates

Interview StageFollow similar ‘best practice’ processes as shortlisting

stage Use of appropriate selection methodsQuestions based on the person specificationBe aware of any special needs of the candidatesPanel members complete interview assessment form

including scores and commentsHighest scoring candidate appointedReferences considered once interviews have taken place

Appointment StageChair of PanelMake offer of appointment

Human ResourcesSalary offerClearances:

References, eligibility to work in the UK, medical clearance, CRB check where appropriate, verification of qualifications

Contract of employment

Human Resources - Retention

Human Resource Management and Human Resource Development Components

Actions and Behaviour

Communication and Information Systems

(Technology)

Management and Leadership Styles

(Vision and Mission)HRD

Values Involvement and Empowerment

Employment and Reward Strategies Motivation

Beliefs Commitment Trust and Integrity Psychological contract

Mankin, D.P (2001) A model for human resource development

Investors in People

Performance and Retention

InductionProbationStaff Performance ReviewStaff Development – Career

Development/Succession PlanningTotal Reward Package

Induction – [risk and benefit]• Unsatisfactory performance and low job satisfaction• Absenteeism, high labour turnover and resignations or

dismissals• Tribunal cases if employees complain of unfair dismissal

because of inadequate training• High demands on managers• Accidents leading to injuries and/or prosecution• Mistakes which are costly to the company

(ACAS, 2005)

Induction (continued)http://staffportal.uwic.ac.uk/Units/

HumanResources/sd/Pages/default.aspx

With the best will in the world, induction cannot be described as a glamorous, exciting facet of people management. In fact, it often degenerates into a hastily organised chore – a task that line managers can see as being merely a distraction from more important duties…

(Rankin, 2006)

Probation“a testing of conduct or character of person,

especially of candidate …… for employment.” (Concise Oxford Dictionary)

Staff grades 1 to 5, up to a maximum of 06 months [reviewed at 4/12/20 weeks]

Staff grades 6 to 9, up to a maximum of 12 months [reviewed at 8/26/42 weeks]

Temporary or casual staff, grades 1 to 9, up to a maximum of 3 months [reviewed at 3/7/11 weeks]

Probation (continued)

Satisfactory completion of a probationary period

http://staffportal.uwic.ac.uk/Units/HumanResources/hr/az/Pages/P.aspx

Staff Performance Review“a cultural shift within HEIs towards an acceptance of

performance management…..so that performance review becomes the norm, rather than the exception. This will involve tackling poor performance, but also managing good performance”.

(KPMG, 2005)

Staff Review and Development Scheme (2002) Staff Performance Review Scheme (2007)

Staff Performance ReviewThe scheme aims to:Match individual and organisational needsStructured objective setting linked to corporate plansReview individual performanceIdentify personal development needsIdentify any factors which may affect future

objectives and prioritiesAllow staff to feedback on school/unit and UWIC

strategies and plans

Staff Performance ReviewAUGUST JULY

FIRST REVIEW

MID-TERMREVIEW

COMMUNICATION

Staff Performance ReviewSPECIFIC -MEASURABLE -ACHIEVABLE -REALISTIC -TIMED –

http://staffportal.uwic.ac.uk/Units/HumanResources/sd/staffperformancereviewscheme/Pages/default.aspx

Career Development and Succession Planning

Corporate Staff Development ActivitiesCoaching and Mentoring FrameworkContinuing Professional Development

http://staffportal.uwic.ac.uk/Units/HumanResources/sd/Pages/default.aspx

Total Reward Packagea safe and amiable working environment; job security; induction; staff development; flexible working; fair recruitment, appraisal, promotion and redundancy policies and procedures

(Herriot et al. 1997)

Actions and Behaviour

Communication and Information Systems

(Technology)

Management and Leadership Styles

(Vision and Mission)HRD

Values Involvement and Empowerment

Employment and Reward Strategies Motivation

Beliefs Commitment Trust and Integrity Psychological contract

Mankin, D.P (2001) A model for human resource development

Quality Standards Framework

Core areas of KnowledgeOur ValuesOur EthosFive Core CompetenciesFourteen Higher Education Role Analysis elementsSeven Principles of Public Life

Actions and Behaviour

Communication and Information Systems

(Technology)

Management and Leadership Styles

(Vision and Mission)HRD

Values Involvement and Empowerment

Employment and Reward Strategies Motivation

Beliefs Commitment Trust and Integrity Psychological contract

Mankin, D.P (2001) A model for human resource development

Management standards• Support the development of job descriptions and

person specifications;• Underpin the recruitment, induction and probation of

new managers • Provide a platform for self-appraisal or audit of

existing skills and knowledge • Underpin the identification of appropriate

development needs • Form a basis for career development/succession

planning

Management Standards

Level ThreeLevel FourLevel Five

http://staffportal.uwic.ac.uk/Units/HumanResources/sd/managementstandards/Pages/default.aspx

A Final Thought……..QUALITY STAFF = A QUALITY UNIVERSITY