An Introduction to People Management for Principal Investigators

1. An Introduction to People Management for Principal Investigators Presented by Sue Moore – Human Resources Human Resources

2. Objectives • Overview of your people management obligations as a PI including: • Recruitment and selection practices • Performance management routines including probation • Aware where to access policies and procedures and where to go to for support • An understanding of the use of fixed term contracts and how to legally end them Human Resources

3. Keele Recruitment Processes • Use fair and equitable processes • Plan and prepare to ensure the process is effective and professional • Aim to provide a positive experience for all applicants • Highlight the University as an employer of choice Human Resources

4. Probation • Researcher – 6 months probation • Unsatisfactory performance – do not confirm probation • Misconduct is addressed under the University’s disciplinary procedure but not isolated from probation which checks both conduct and capability Human Resources

5. Probation - Responsibilities • Manager – expected to clarifies expectations, give support and training to prevent misunderstanding (no surprises), review and give constructive feedback. • Employee – expected to wwork to standards to meet the agreed objectives/targets within set timescales; be proactive in seeking support from their manager if they have concerns about the requirements of the job or their ability to meet them. Also to discuss their needs for training/guidance/support they feel are necessary to help them achieve the expected standards of performance. Human Resources

6. Performance Management What is performance management? “A process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved.” ARMSTRONG, M. and BARON, A. (2004) Managing performance: performance management in action Human Resources

7. What is it? • It is not just about poor performance! • On-going process – not a single event. • Continuous improvement of skills, behaviour and contribution. • Shared expectations. • Inter-relationships. Human Resources

8. What is it… cont? • Planning – objectives and goals • Identifying and prioritising desired results • Setting standards. • ‘If you can’t measure it, you can’t manage it!’ • Continuous monitoring • Regular review – reinforce/intervene • Feedback Human Resources

9. Procedures/Support • Probation and Progression • Fixed-Term Working Policy & Procedure • Staff Performance Review and Enhancement (SPRE) • Coaching/mentoring • Learning and Professional Development • Human Resources Department Human Resources

10. Procedure for Ending a Fixed-Term Contract • Ending a fixed-term contract is a dismissal in law – important we follow a correct procedure • The majority of research fixed-term contracts will end because of redundancy Human Resources

11. Process • Initial notification • Consultation meeting must be held • Consultation period commences • Decision meeting Human Resources

12. What happens if the procedure isn’t followed? • Employees can appeal against the end of their fixed term contract • With 2 years continuous service employees can claim unfair dismissal • Without 2 years service are covered against discrimination/whistleblowing on first day of employment Human Resources

13. And finally… Any questions? Human Resources