School of somethingFACULTY OF OTHER
Managing Change the Leeds Way
Jenny Creagh
Head of Reward, Recruitment and Resourcing
University of Leeds
The Background
• Pre-92 Russell Group university
• c8,000 staff
• c31,000 students
• Nine academic Faculties, Corporate Services and Facilities Directorate
• Established governance mechanisms
The Context
• Organisational strategy and objectives
• Review of costs
• Need for ongoing academic and financial stability
• Commitment to job security
• Dispute
Strategy Map
The Response
Policy and approach•Org change policy and approach•Collective consultation mechanism•Redeployment framework•Security of employment for staff on fixed funding•Dispute resolution procedure
Policy and approach•Org change policy and approach•Collective consultation mechanism•Redeployment framework•Security of employment for staff on fixed funding•Dispute resolution procedure
Baseline understanding•Academic freedom and collegiality•Specific review agreement
Baseline understanding•Academic freedom and collegiality•Specific review agreement
Into the future•Managing performance•Promotions•Recruitment review•‘Health checks’
Into the future•Managing performance•Promotions•Recruitment review•‘Health checks’
Cost reduction and control•Economies exercise•Streamline services•Monitor and challenge expenditure
Cost reduction and control•Economies exercise•Streamline services•Monitor and challenge expenditure
Support•Org change support programme•Redeployment Service•‘Normal’ mechanisms
Support•Org change support programme•Redeployment Service•‘Normal’ mechanisms
Equality Impact AssessmentEquality Impact Assessment
Cost Reduction and Control
• Service cost review
• Cost reduction – c£35m
- 10 – 20% per area
- Staff / non-staff
- Aligned to strategy
• Voluntary Leavers Scheme
• Recruitment ‘chill’
• Authorisation procedure
Policy and Approach
• Overarching Agreement – employment security and redundancy avoidance
• Five stage organisational change process
• Employment Security Review Group
• Process for staff on fixed funding
• Dispute resolution procedure
Support
• Support through organisational change
- Senior Management Teams
- Managers
- Individuals
• Enhanced redeployment service
- Proactive and focused
• Use of normal mechanisms
Into the Future
• Promotions process
- Academic/strategic fit
- Underpinned by HERA
- Partnership working with Trade Unions
• Managing performance
- Quality is key
- Faculty/service based training
- Resource site
Promotions criteria
Common Skills Core Enhanced
Contribution relating to University values
Teaching
Research or Scholarship
Academic Leadership
Plus 2 of:
•Teaching
•Research or Scholarship
•Enterprise & Knowledge Transfer
•Academic Leadership
Managing Performance Resource Site
Into the Future
• Recruitment and selection
- 360 degree perspective
- Flow from planning with clear definition of roles
- ‘Right’ appointment
- E-recruitment
• ‘Health checks’
- University of Leeds indicators
The Challenges
• Timescales/logistics
• Consistent and fit for purpose
• Developing good practice in practice
• HR priorities
The Outcome
• Still in progress!
• Reviews underway in line with policy
• Good levels of redeployment
• Discussions with Trade Unions
• Good feedback – promotions, managing performance
• Identified areas for improvement – local priorities
• Staff Survey underway