PEOPLE AND ORGANISATIONAL DEVELOPMENT ENABLER

1. PEOPLE AND ORGANISATIONAL DEVELOPMENT ENABLER Professor Tom Harrison POD Enabler Stakeholder Group Frances Hewison Deputy Director of HR 10 March 2010

2. Institutional Excellence Achieving Institutional Excellence is key to realising our strategic ambitions and we recognise that better management of our people will be the major element of future success. We wish to create an environment in which: Those who have a management responsibility for others and those in leadership roles are able to have mature conversations with members of staff about excellence and how this can be supported and achieved There is clarity about mutual expectations of people and their roles and the quality of contribution made to the University A range of strategic Enablers, including the People and Organisational Development Enabler, are underway in the University to create the environment in which excellence can be pursued; more details about the approach to excellence are available at www.liv.ac.uk/intranet/excellence/

3. People and Organisational Development Enabler (POD) The People and Organisational Development Enabler will seek to address processes and behaviours which have been subject to internal criticism but will also look to external benchmarks of best practice. The Enabler�s areas of work are guided by overarching aspirations: creating a focused but flexible environment in which members of staff are able to pursue excellence with clarity about the expectations of them and their roles Equipping leaders with efficient, practical tools to enable them to manage the employment relationship responsively Ensuring that these tools provide meaningful data and information to allow the University, at every level, to plan for future success

4. The POD Enabler�s key elements The following areas of people management have been identified as essential to the achievement of Institutional excellence: Leadership People Management Policy and Strategy Staff Engagement People Results Development work is underway to define and enhance policies and mechanisms in these areas with a view to fostering and supporting excellence External Benchmarking � Testing External Standards of Excellence: All enabler activity is aligned to the European Framework for Quality Management (EFQM) in order to test the validity and relevance of the work undertaken. This accreditation will allow us to: Benchmark POD Enabler developments against national and international comparators and competitors in HE Benchmark against other large organisations striving for excellence Sample of UK EFQM Members: British Quality Foundation, HEFCE, Her Majesty�s Inspectorate of Constabularies, Learning and Skills Network, Liverpool John Moores University, Microsoft UK, National School of Government, Newcastle Business School, Open University Business School, Portsmouth Business School, Rolls Royce PLC, Sheffield Hallam University, The Specialist Schools and Academies Trust UK Sample of UK EFQM Members: British Quality Foundation, HEFCE, Her Majesty�s Inspectorate of Constabularies, Learning and Skills Network, Liverpool John Moores University, Microsoft UK, National School of Government, Newcastle Business School, Open University Business School, Portsmouth Business School, Rolls Royce PLC, Sheffield Hallam University, The Specialist Schools and Academies Trust UK

5. Delivering the POD Enabler Collaboration and Consultation with Stakeholders Work is being led and facilitated by HR through collaboration and consultation with an identified POD Enabler Stakeholder Group whose membership includes a cross-section of academic and professional services colleagues: Thomas Harrison (SACE) Rob Beynon (Veterinary Sciences) Dinah Birch (English) Andre Brown (Architecture) Sheila Brown (Biological Sciences) Bob Burgoyne (Biomedical Sciences) Dominic Elliott (Management School) Charles Forsdick (SOCLAS) Frances Hardisty (HR) Frances Hewison (HR) Lu-Yun Lian (Biological Sciences) Mike Morris (Chemistry) Christopher Williams (English) Anita Wright (Planning and Development) Callum Youngson (Dentistry )

6. Delivering the POD Enabler Collaboration and Consultation with Stakeholders The POD Enabler Stakeholder Group is the initial consultation mechanism on policy development, planning and implementation. This is a �working� group, testing concepts and principles and then formulating proposals Group members will champion elements of the POD Enabler and will be active in the communication and implementation of changes There is a commitment to wider collaboration and consultation with the broader University community and with the joint trade unions as this work moves forward.

7. Delivering the POD Enabler  Impact Assessment There is a statutory obligation placed on all public bodies to impact assess policy definition and enhancement. Impact Assessment is: a continuous process to help policy-makers think through and understand fully the consequences of policies, especially in relation to equality and diversity considerations � a tool to weigh and present relevant evidence of positive and negative effects of policies both before and after implementation All people-related polices and procedures developed as part of the POD Enabler will be impact assessed and be subject to periodic review to test their effectiveness and efficiency. Research Leave and the Sickness Absence policies are currently being impact assessed. Broader University policies are also required to comply with impact assessment and HR is providing training and guidance to areas as they develop policy. The Curriculum Review will be impact assessed in April 2010.

8. Delivering the POD Enabler Core Values and Behaviours Core Values and Behaviours Excellence must also be demonstrated through the values the University espouses and the behaviours it expects of all staff at every level in the University: We recognise that: Values and behaviours are fundamental to all internal and external relationships and to all University policy development Work has already been done to define and propose University values and behaviours We seek to establish a definitive set of values and behaviours which are not �imposed� but are achieved through the broadest consensus We would like to take a departmental forum-led approach to consultation on the expression of our values and behaviours; we would appreciate your thoughts on what University values and behaviours should be and the best way to secure a widespread understanding and acceptance of these

9. Key POD Element Leadership We are aware that we must build and consolidate our leadership capability and have an informed awareness of potential leaders within the organisation. To do so, we need a clear understanding of the expectations of leaders at key levels and to provide opportunities to acquire and to apply the skills of an excellent leader. A Leadership Framework is already in place: Benchmarked against best practice and is based on established leadership theory Follows detailed consultation with Professional Services and academic leaders in the University Sets out the expectations of our leaders (at every level) Confirms that aspects of leadership are inherent in every role Provides comprehensive development routes to building sustained leadership expertise

10. Key POD Element Leadership � progress and future developments Formal Leadership Development in place or being introduced: Leadership Development Programme for level 1 academic leaders Leadership Development Programme for level 2 academic leaders (delivered by the Leadership Foundation) ILM accredited LAMP Programme PDR Reviewer Training High levels of positive feedback has been received for these leadership courses where cohorts have completed courses. Formal Leadership Development in preparation: Executive and Level 3 Leadership Programme � For implementation in 2010/2011 Future Leaders Programme � selection to start May 2010 Principle Investigators Programme � starts 2010/2011 PDR Reviewer Workshops � starts March 2010 Areas of Leadership Development for the future: PDR Training for Reviewees

11. POD Element Policy and Strategy - progress and future developments The following areas of University policy development have been identified and are being or will being progressed: Corporate Induction A revised approach to corporate induction has been implemented; All staff categories are inducted together A welcome handbook is distributed to all new staff Progression and Promotion Annual Review Procedures Confirmation Arrangements � arrangements agreed; to be reviewed and impact assessed by July 2010 Role profiles and career paths Role standards Criteria for promotion Changes have been made to academic committee memberships for 2009�s reviews to reflect the new academic structure. This is the largest area of policy review and is inherently linked to the development of PDR, Portfolio of Activity and the Workload Tool. We aim to confirm an interim position by July 2010 and are working towards a fully revised Policy position for 2011/12.

12. Key POD Element Policy and Strategy - progress and future developments Academic Leave Arrangements: Research Leave Sabbatical Leave Leave of Absence Secondment A University Research Leave Policy has been agreed. Previous approaches to research leave were not coherent and were applied inconsistently. This Policy now sets out a standard position across the University allowing individuals to seek dedicated research time to complete or develop established research and Faculties to determine research leave priorities and to consolidate research capability. This policy to be reviewed and impact assessed by July 2010. Other academic leave arrangements to be determined at Faculty level; intended to be responsive to individual development needs and University research themes. Started March 2010. Succession and Retention Policies to be enhanced to allow Faculties to plan for future sustainability and to respond to strategic retention needs. To start May 2010.

13. Key POD Element Policy and Strategy � progress and future developments Discipline and Grievance Policies will be enhanced in accordance with current best practice. To start in September 2010. Mentoring The Stakeholder Group has proposed a position on mentoring which includes every individual being assigned a career mentor (separate to the individual�s PDR Reviewer). To be implemented through training and monitored via PDR. Recruitment The Stakeholder Group is currently considering the cycle of recruitment activity from advertisement and further particulars through to the issuing of the contractual offer. This work will include the development and enhancement of the content and presentation and will work towards a fuller �e-recruitment� approach in the longer term. BPI Initiatives Work has started to rationalise and improve a range of outward-facing HR processes starting with the Funded Staffing Level (FSL) and contract management. This element started March 2010.

14. Key POD Element People Management � Three essential tools The scope and structure of three interlinked University tools are being considered: Portfolio of Activity Workload Tool Professional Development and Review In response to feedback already received, aim is to make all three tools available electronically based on a single point of data entry and a significant amount of pre-populated data and information. Information described in the Portfolio of Activity and the Workload Tool will inform the PDR discussion.

15. Key POD Element People Management progress and future developments Portfolio of Activity Principles: The Portfolio of Activity is to be enhanced to allow individuals to report their activity in relation to teaching, scholarship, research, knowledge exchange, clinical activity, leadership/management/organisational contribution and development. Our aim is to develop the Portfolio of Activity to �speak� to the workload tool, so that the entry if data and information is minimised and the outputs are unambiguous. The Portfolio and Workload Tool will be integrated companion documents to the PDR where the quality of the dialogue around performance and contribution will take place. In developing the Portfolio, we will also explore its potential to provide the basis of any submission to future annual reviews. Update: To define scope and structure of POA � April 2010 To engage in consultation - April/May 2010 To be presented for University approval� May / June 2010 On-line development to take place � April to Dec 2010

16. Key POD Element People Management � progress and future developments Workload Tool: The aim of the Workload Tool is to allow activity to be balanced equitably and transparently and to enable Departments, Schools and the University to plan from an informed position. Principles: Clear linkage to Portfolio of Activity Not seeking to be prescriptive, to allow areas to apply appropriate weightings to activities Aiming to address unsafe and inequitable distribution of work To capture range of individual�s activity including research commitment To avoid rigid approach, to allow relevant areas to apply appropriate weightings to activities. Seeking to check against TRAC Update: Consultation with selected departments February/ March 2010 Outline of a academic workload tool is being refined - April 2010 Present proposals to the University � May/June 2010 On-line developments to take place � subject to planning process approval May � December 2010

17. Key POD Element People Management progress and future development PDR In response to considerable anecdotal feedback, aim is to simplify and refine the PDR form, to move away from the existing �negative� questions and to give a broad scope and structure for the discussion. We will prepare guidance which allows individuals and their reviewers to have genuine dialogue about expectations and the quality of performance. Principles: To engage in detailed dialogue based on information recorded in the Portfolio of Activity; to understand individual activity, aspirations and circumstances; to assess support and development needs; to allow l allow Workload Tool to be balanced. PDR is about the quality of the dialogue and reaching mutual understanding of expectations. In response to considerable feedback, our intention is to build into the PDR process the requirement for formal follow-up and feedback in relation to issues raised and actions agreed. Along with the structure of the form, this has been identified as a significant area of weakness in the existing process. Update To finalise form and draft guidance notes � April 2010 Undertake consultation � May 2010 Presented for formal University approval � end of May / June 2010 2010 PDRs take place � July � December 2010 Online development work from April � October 2010

18. Key POD Element People Management � Improving poor performance Mechanisms exist in the University to facilitate Performance Improvement: Performance Management Procedure is in place Draft roles and standards are in place for academic, professional services managerial levels and researchers and were made available to provide context to 2009�s PDRs Performance Improvement Development is in place Aiming to get greater definition around: Academic and Professional Managerial and Administrative roles and standards work by adding qualitative measures � by September 2010 Roles and standards for clerical and manual staff groups

19. Key POD Element Staff Engagement There is a commitment to receiving feedback, consulting with stakeholder groups and maximising engagement with staff � we want to talk to people! We will continue to seek candid feedback on what supports or inhibits all aspects of people management. We will consult and engage with staff as broadly as possible as this work moves forward. Current staff engagement activity 2009�s PDRs and subsequent outputs meetings with HODs Trade Union meetings All staff consultations � e.g. the Disability Equality Scheme, Race Equality Scheme; PDR survey Customer feedback on development workshops; we use an on-line tool to gather feedback Future staff engagement activity Staff survey � September 2010 PDR survey � reviewers and reviewees - May 2010 Extend use of on-line feedback capability to gather feedback on more HR services- 2010/2011

20. Key POD Enabler People Results The Enabler will contribute to the People Results element of the institutional excellence model by undertaking a comprehensive Staff Survey. This will be the University�s first all-staff survey about a wide range of issues and will be conducted in September 2010. A project board has been established and a company had been engaged to deliver the survey. The results will give us a significant information about experience, attitudes and opinions and will be communicated widely when available.

21.  POD Enabler: Summary The POD Enabler: Will develop and enhance people management processes but will also create a culture in which performance and contribution can be discussed openly Will provide clarity about roles and expectations so that people have clear direction Will include a commitment to equity of treatment but will also allow managers and individuals flexibility to respond to individual circumstances and career aspirations Will include a measurable improvement to HR services, response times and the quality of advice and guidance provided to managers and individuals Will be about understanding what direction and support an individual needs in order to excel Will be about a transition from 2009 to a significantly enhanced people management approach by 2012.

22. POD Enabler - Contacts for Feedback Professor Tom Harrison � t.harrison@liverpool.ac.uk Frances Hewison � hewisonf@liverpool.ac.uk Frances Hardisty � hardfm@liverpool.ac.uk