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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 earnings 2.5m Students 370,000 Staff 165 HEIs : +12 ‘new’ UK : 2 nd Favourite Destination: International Students

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Ronnie Magee Director of Human Resources University of Ulster

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  1. Ronnie MageeDirector of Human ResourcesUniversity of Ulster

  2. UK HE – A SUCCESS STORY • £59bn in value to UK Economy • £7.9bn in export earnings • 2.5m Students • 370,000 Staff • 165 HEIs : +12 ‘new’ • UK : 2nd Favourite Destination: International Students • Produces 13% of World’s most highly cited paper • 81% Students ‘satisfied’ with their course

  3. PERFORMANCE MANAGEMENT: DEMAND • Operational Demand • Institutional Demand • Sector Demand

  4. ORGANISATIONAL DEVELOPMENT/ PERFORMANCE • What it says on the tin! • Strategic • Corporate Plan/Objectives • Core Strategy Objectives • Government/HEFCE/UUK/CUC/Governing Bodies

  5. ORGANISATIONAL DEVELOPMENT/ PERFORMANCE • Long Term Sustainability • Rapidly Changing Sector - Nationally - Internationally • Pressures – Challenges for Sector

  6. UK SECTOR PRESSURES • KIS • HEAR • Recruitment and Retention • NSS • Brand and Reputation • League Tables

  7. 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

  8. KEY INFORMATION SET (KIS) • Cost • Tuition Fees • Accommodation • Bursaries/Scholarships • VFM • Employment • Destination of Students • Graduate Jobs • Salaries – Graduate Jobs

  9. 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

  10. 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?

  11. 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!)

  12. 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?

  13. 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?

  14. 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

  15. PERFORMANCE MANAGEMENT SYSTEM • Organisation Level/Corporate • Core Strategic Level • Faculty/School • Individual Goals

  16. 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

  17. REWARD THE OTHER SIDE OF THE EQUATION • Professors - Four Professorial Bands Robust Open Criteria -Three Pathways Research and Innovation Teaching and Learning Academic Enterprise

  18. 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

  19. THE CASE FOR PERFORMANCE MANAGEMENT • Strategic – Corporate Level Performance 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

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